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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Assumption Surfacing |  Systems Thinking Soft Systems Methodology |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | 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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 h | 45-90 min | 0.5-3 Tage | 1-3 h |
Participantsdifferent | 3-12 | 2-8 | 5-15 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Assumption List, Critical Assumptions, Learning Plan | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AssumptionsRiskDecisionDiscovery | Soft systemsComplexitySensemakingSystems thinking | SensemakingDecisionRationale |