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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Futures Wheel |  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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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 | Medium | High | Medium |
Timedifferent | 1-2 h | 60-120 min | 1-4 Wochen | 45-90 min |
Participantsdifferent | 3-12 | 3-10 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Futures Wheel, Consequence Chains, Strategic Signals | Expert Forecast, Consensus Range, Assumption Notes | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ForesightSystems thinkingSignals | ForecastingExpertsDecisionStrategy | DecisionCriteriaScoringTradeoffs |