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| Criterion |  Decision Making Radar |  Systems Thinking Soft Systems Methodology |  Decision Making Argument Mapping |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-2 h | 0.5-3 Tage | 1-3 h | 1-5 Tage |
Participantsdifferent | 2-10 | 5-15 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Argument Map, Evidence Gaps, Decision Rationale | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | AssessmentPortfolioCapability | Soft systemsComplexitySensemakingSystems thinking | SensemakingDecisionRationale | ChangeSystems thinkingCapability |