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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Delphi Method |  Systems Thinking Leverage Points |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | High | Medium |
Timedifferent | 1-2 h | 1-4 Wochen | Half day | 45-90 min |
Participantsdifferent | 3-12 | 6-30 Experten | 3-12 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy | DecisionCriteriaScoringTradeoffs |