View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Iceberg Model |  Systems Thinking Polarity Mapping |  Facilitation Delegation Poker |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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 decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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 | Low | Medium | Low | High |
Timedifferent | 30-60 min | 1-2 h | 45-90 min | 2-6 h |
Participantsdifferent | 2-10 | 3-12 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Polarity Map, Warning Signs, Balance Actions | Delegation Board, Decision Boundaries, Role Agreements | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingRoot causePatterns | Systems thinkingTradeoffsLeadership | AutonomyRolesTeam | Systems thinkingRoot causeConstraintsCausality |