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| Criterion |  Systems Thinking Polarity Mapping |  Operations Change Analysis |  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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 |
Timedifferent | 1-2 h | 45-120 min | 15-30 min |
Participantsdifferent | 3-12 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Root cause notes, Countermeasures |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ChangeRoot causeTroubleshootingComparison | Root causeIncidentLeanProblem solving |
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