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| Criterion |  Systems Thinking Polarity Mapping |  Knowledge Modeling IBIS |  Operations Root Cause Tree Analysis |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 1-3 h | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Issue Map, Positions, Argument Notes | Cause Tree, Evidence Notes, Countermeasures | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RationaleKnowledgeDecision | Root causeTreeIncidentQuality | SensemakingDecisionRationale |