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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making RAPID |  Systems Thinking Causal Loop Diagram |  Systems Thinking Behavior Over Time Graph |
|---|---|---|---|---|
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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | A Behavior Over Time Graph shows how a metric or observation develops over time. The method makes trends, breaks, and recurring patterns visible that get lost in snapshots. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 45-90 min | 1-3 h | 20-45 min |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 1-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | RAPID Role Map, Recommendation, Decision Log | Causal Loop Diagram, Feedback Notes, Leverage Points | Behavior Over Time Graph, Trend Hypotheses, Key Events |
Tagsno overlap | Systems thinkingTradeoffsLeadership | DecisionRolesGovernance | FeedbackSystems thinkingCausalityDynamics | Systems thinkingPatternsDynamics |