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| Criterion |  Systems Thinking Future Reality Tree |  Systems Thinking Polarity Mapping |  Decision Making Delphi Method |  Decision Making Decision Matrix |
|---|---|---|---|---|
Purposedifferent | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 2-4 h | 1-2 h | 1-4 Wochen | 45-90 min |
Participantsdifferent | 3-8 | 3-12 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Polarity Map, Warning Signs, Balance Actions | Expert Forecast, Consensus Range, Assumption Notes | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | Systems thinkingTradeoffsLeadership | ForecastingExpertsDecisionStrategy | DecisionCriteriaScoringTradeoffs |