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| Criterion |  Systems Thinking Polarity Mapping |  Operations Process Mapping |  Operations Failure Mode and Effects 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. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 1-2 h | 1-3 h | 2-6 h |
Participantsdifferent | 3-12 | 3-10 | 3-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Process Map, Handoff List, Improvement Backlog | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ProcessOperationsImprovement | RiskQualityOperationsRoot cause |
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