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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Constraint 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | Low |
Timedifferent | 1-2 h | 30-90 min | 15-30 min |
Participantsdifferent | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Root cause notes, Countermeasures |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ConstraintsDecisionPlanningOptions | Root causeIncidentLeanProblem solving |
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