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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Delphi Method |  Operations Causal Factor Analysis |  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 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. | 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. | 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 | High | High | High |
Timedifferent | 1-2 h | 1-4 Wochen | 2-6 h | 2-6 h |
Participantsdifferent | 3-12 | 6-30 Experten | 3-10 | 3-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Expert Forecast, Consensus Range, Assumption Notes | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ForecastingExpertsDecisionStrategy | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality |