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| Criterion |  Decision Making Decision Matrix |  Systems Thinking Polarity Mapping |  Systems Thinking Current Reality Tree |
|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | 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 | 45-90 min | 1-2 h | 2-6 h |
Participantsdifferent | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Polarity Map, Warning Signs, Balance Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | Systems thinkingTradeoffsLeadership | Systems thinkingRoot causeConstraintsCausality |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
