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| Criterion |  Systems Thinking Polarity Mapping |  Operations Process Mapping |  Operations ABC Analysis |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-2 h | 1-3 h | 30-60 min | 2-4 h Analyse, laufend |
Participantsdifferent | 3-12 | 3-10 | 1-5 | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Process Map, Handoff List, Improvement Backlog | ABC Classification, Focus Rules, Control List | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ProcessOperationsImprovement | PrioritizationOperationsPortfolio | OperationsConstraintsFlowImprovement |