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| Criterion |  Operations Accountability Ladder |  Systems Thinking Polarity Mapping |  Systems Thinking Soft Systems Methodology |  Systems Thinking Rich Picture |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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. | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 20-45 min | 1-2 h | 0.5-3 Tage | 30-90 min |
Participantsdifferent | 1-8 | 3-12 | 5-15 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Polarity Map, Warning Signs, Balance Actions | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Rich Picture, Problem Framing Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingTradeoffsLeadership | Soft systemsComplexitySensemakingSystems thinking | Systems thinkingSoft systemsFramingVisualization |