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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Future Reality Tree |  Decision Making Delphi Method |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-2 h | 2-4 h | 1-4 Wochen | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expert Forecast, Consensus Range, Assumption Notes | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Theory of ConstraintsSystems thinkingChange | ForecastingExpertsDecisionStrategy | DecisionCriteriaScoringTradeoffs |