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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Decision Matrix |  Systems Thinking Leverage Points |  Decision Making Delphi Method |
|---|---|---|---|---|
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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-2 h | 45-90 min | Half day | 1-4 Wochen |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Decision Matrix, Scoring Rationale, Selected Option | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | DecisionCriteriaScoringTradeoffs | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy |