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| Criterion |  Systems Thinking Evaporating Cloud |  Product Strategy RICE Scoring |  Systems Thinking Polarity Mapping |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | 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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 60-120 min | 60-90 min | 1-2 h | 0.5-3 Tage |
Participantsdifferent | 2-8 | 2-10 | 3-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | RICE Scores, Ranked List, Assumption Log | Polarity Map, Warning Signs, Balance Actions | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | PrioritizationScoringRoadmapTradeoffs | Systems thinkingTradeoffsLeadership | Theory of ConstraintsConstraintsSystems thinkingCausality |