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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Delphi Method |  Systems Thinking Evaporating Cloud |  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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | 60-120 min | 45-90 min |
Participantsdifferent | 3-12 | 6-30 Experten | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Expert Forecast, Consensus Range, Assumption Notes | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ForecastingExpertsDecisionStrategy | Theory of ConstraintsAssumptionsSystems thinking | DecisionCriteriaScoringTradeoffs |