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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making RAPID |  Systems Thinking Causal Loop Diagram |  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. | 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 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 | Medium | Medium | High |
Timedifferent | 1-2 h | 45-90 min | 1-3 h | 2-6 h |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | RAPID Role Map, Recommendation, Decision Log | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | DecisionRolesGovernance | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality |