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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Delphi Method |  Decision Making Trade-off Analysis |  Decision Making Decision 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-2 h | 1-4 Wochen | 45-120 min | 30-90 min |
Participantsdifferent | 3-12 | 6-30 Experten | 2-8 | 1-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Expert Forecast, Consensus Range, Assumption Notes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Decision Tree, Option Map, Assumption List |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ForecastingExpertsDecisionStrategy | TradeoffsDecisionCriteriaOptions | DecisionTreeOptions |