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| Criterion |  Systems Thinking Polarity Mapping |  Operations A3 Problem Solving |  Decision Making Assumption Surfacing |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 45-90 min | 15-30 min |
Participantsdifferent | 3-12 | 2-5 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | A3 Report, Action Plan, Root Cause Analysis | Assumption List, Critical Assumptions, Learning Plan | Root cause notes, Countermeasures |
Tagsno overlap | Systems thinkingTradeoffsLeadership | LeanProblem solvingCoachingOperations | AssumptionsRiskDecisionDiscovery | Root causeIncidentLeanProblem solving |