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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Evaporating Cloud |  Operations Root Cause Tree Analysis |  Operations Root Cause Analysis |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 60-120 min | 1-3 h | 1-4 h |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Cause Tree, Evidence Notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Theory of ConstraintsAssumptionsSystems thinking | Root causeTreeIncidentQuality | Root causeProblem solvingQualityIncident |