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| Criterion |  Systems Thinking Polarity Mapping |  Operations Process Mapping |  Systems Thinking Current Reality Tree |  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. | 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 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 | High | High |
Timedifferent | 1-2 h | 1-3 h | 2-6 h | 2-4 h Analyse, laufend |
Participantsdifferent | 3-12 | 3-10 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Process Map, Handoff List, Improvement Backlog | Current Reality Tree, Core Problems, Intervention Ideas | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ProcessOperationsImprovement | Systems thinkingRoot causeConstraintsCausality | OperationsConstraintsFlowImprovement |