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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making OODA Loop |  Systems Thinking Causal Loop Diagram |  Systems Thinking Wardley 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 15-60 min je Zyklus | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Situation Assessment, Decision Loop, Action Updates | Causal Loop Diagram, Feedback Notes, Leverage Points | Wardley Map, Strategic Options, Evolution Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | DecisionChangeLearningStrategy | FeedbackSystems thinkingCausalityDynamics | StrategySystems thinkingDynamics |