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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Delphi Method |  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 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. | 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 | High | Medium | High |
Timedifferent | 1-2 h | 1-4 Wochen | 1-3 h | 2-6 h |
Participantsdifferent | 3-12 | 6-30 Experten | 2-8 | 3-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Expert Forecast, Consensus Range, Assumption Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ForecastingExpertsDecisionStrategy | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality |