View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Delegation Poker |  Systems Thinking Causal Loop Diagram |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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 decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-2 h | 45-90 min | 1-3 h | 2-6 h |
Participantsdifferent | 3-12 | 3-10 | 2-8 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Delegation Board, Decision Boundaries, Role Agreements | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AutonomyRolesTeam | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality |