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| Criterion |  Systems Thinking Polarity Mapping |  Operations PDCA Cycle |  Systems Thinking Current Reality Tree |
|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. |
Complexitydifferent | Medium | Low | High |
Timedifferent | 1-2 h | 1 h bis mehrere Wochen | 2-6 h |
Participantsdifferent | 3-12 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Continuous improvementLeanExperiments | Systems thinkingRoot causeConstraintsCausality |
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