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| Criterion |  Systems Thinking Futures Wheel |  Systems Thinking Polarity Mapping |  Decision Making RAPID |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 60-120 min | 1-2 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Polarity Map, Warning Signs, Balance Actions | RAPID Role Map, Recommendation, Decision Log | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | ForesightSystems thinkingSignals | Systems thinkingTradeoffsLeadership | DecisionRolesGovernance | DecisionCriteriaScoringTradeoffs |