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| Criterion |  Systems Thinking Polarity Mapping |  Operations Fishbone Diagram |  Operations Scatter Diagram |  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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | 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 | Low | Low | High |
Timedifferent | 1-2 h | 30-60 min | 30-90 min | 2-6 h |
Participantsdifferent | 3-12 | 2-8 | 1-4 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Fishbone Diagram, Cause Categories, Investigation Backlog | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Root causeQualityOperations | Root causeQualityVisualization | Systems thinkingRoot causeConstraintsCausality |