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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making RAPID |  Systems Thinking Current Reality Tree |  Decision Making DACI |
|---|---|---|---|---|
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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 h | 45-90 min | 2-6 h | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | RAPID Role Map, Recommendation, Decision Log | Current Reality Tree, Core Problems, Intervention Ideas | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | Systems thinkingTradeoffsLeadership | DecisionRolesGovernance | Systems thinkingRoot causeConstraintsCausality | DecisionRolesGovernanceAlignment |