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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Delphi Method |  Decision Making Decision Tree |  Decision Making Decision Matrix |
|---|---|---|---|---|
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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-2 h | 1-4 Wochen | 30-90 min | 45-90 min |
Participantsdifferent | 3-12 | 6-30 Experten | 1-6 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Expert Forecast, Consensus Range, Assumption Notes | Decision Tree, Option Map, Assumption List | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ForecastingExpertsDecisionStrategy | DecisionTreeOptions | DecisionCriteriaScoringTradeoffs |