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| Criterion |  Systems Thinking Futures Wheel |  Decision Making Decision Matrix |  Systems Thinking Polarity Mapping |  Product Strategy RICE Scoring |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 60-120 min | 45-90 min | 1-2 h | 60-90 min |
Participantsdifferent | 3-10 | 2-8 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Decision Matrix, Scoring Rationale, Selected Option | Polarity Map, Warning Signs, Balance Actions | RICE Scores, Ranked List, Assumption Log |
Tagsno overlap | ForesightSystems thinkingSignals | DecisionCriteriaScoringTradeoffs | Systems thinkingTradeoffsLeadership | PrioritizationScoringRoadmapTradeoffs |