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| Criterion |  Systems Thinking Polarity Mapping |  Operations DMAIC |  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. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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 | High |
Timedifferent | 1-2 h | 2-12 Wochen | 2-6 h |
Participantsdifferent | 3-12 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Continuous improvementQualityProcess improvement | Systems thinkingRoot causeConstraintsCausality |
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