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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Option Framing |  Decision Making Decision Tree |  Decision Making Constraint 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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 45-120 min | 30-90 min | 30-90 min |
Participantsdifferent | 3-12 | 3-8 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | Systems thinkingTradeoffsLeadership | OptionsDecision framingStrategyComparison | DecisionTreeOptions | ConstraintsDecisionPlanningOptions |