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| Criterion |  Systems Thinking Polarity Mapping |  Operations Kaizen Event |  Operations Causal Factor Analysis |
|---|---|---|---|
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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 1-2 h | 0.5-5 Tage | 2-6 h |
Participantsdifferent | 3-12 | 4-10 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | LeanContinuous improvementOperations | CausalityIncidentRoot causeTimeline |
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