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| Criterion |  Systems Thinking Polarity Mapping |  Operations Kepner-Tregoe |  Systems Thinking Current Reality Tree |  Operations 5 Whys |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 1-2 h | 2-8 h | 2-6 h | 15-30 min |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Problem Analysis, Decision Analysis, Risk Plan | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Problem solvingRoot causeDecisionOperations | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving |