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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Current Reality Tree |  Decision Making RAPID |  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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Medium | 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 + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Current Reality Tree, Core Problems, Intervention Ideas | RAPID Role Map, Recommendation, Decision Log | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingRoot causeConstraintsCausality | DecisionRolesGovernance | CausalityIncidentRoot causeTimeline |