View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy Strategy Map |  Decision Making Decision Rights Mapping |  Systems Thinking Current Reality Tree |
|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 2-4 h workshop plus review | 90-180 min | 2-6 h |
Participantsdifferent | 4-10 | 4-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Decision Rights Matrix, Agreement | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | AlignmentExecutionGoalsCausality | DecisionGovernanceAlignmentResponsibility | Systems thinkingRoot causeConstraintsCausality |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
