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| Criterion |  Systems Thinking Polarity Mapping |  Operations Barrier Analysis |  Decision Making Argument Mapping |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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 risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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. | 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 | Medium | Medium | Medium | High |
Timedifferent | 1-2 h | 2-4 h | 1-3 h | 2-6 h |
Participantsdifferent | 3-12 | 2-6 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Argument Map, Evidence Gaps, Decision Rationale | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Root causeSafetyIncident | SensemakingDecisionRationale | Systems thinkingRoot causeConstraintsCausality |