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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Constraint Analysis |  Operations Causal Factor Analysis |
|---|---|---|---|
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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | Low | High |
Timedifferent | 1-2 h | 30-90 min | 2-6 h |
Participantsdifferent | 3-12 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ConstraintsDecisionPlanningOptions | CausalityIncidentRoot causeTimeline |
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