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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Future Reality Tree |  Decision Making Decision Tree |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-2 h | 2-4 h | 30-90 min | 60-120 min |
Participantsdifferent | 3-12 | 3-8 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Decision Tree, Option Map, Assumption List | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Theory of ConstraintsSystems thinkingChange | DecisionTreeOptions | Theory of ConstraintsAssumptionsSystems thinking |