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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Current Reality Tree |  Decision Making Force Field 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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | High | Low | High |
Timedifferent | 1-2 h | 2-6 h | 45-90 min | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Current Reality Tree, Core Problems, Intervention Ideas | Force Field Map, Change Levers, Risk Notes | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingRoot causeConstraintsCausality | ChangeDecisionStrategy | CausalityIncidentRoot causeTimeline |