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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making RAPID |  Systems Thinking Soft Systems Methodology |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-2 h | 45-90 min | 0.5-3 Tage | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 5-15 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | RAPID Role Map, Recommendation, Decision Log | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | Systems thinkingTradeoffsLeadership | DecisionRolesGovernance | Soft systemsComplexitySensemakingSystems thinking | SensemakingDecisionRationale |