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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Future Reality Tree |  Decision Making Delphi Method |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-2 h | 2-4 h | 1-4 Wochen | Half day |
Participantsdifferent | 3-12 | 3-8 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Theory of ConstraintsSystems thinkingChange | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy |