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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Rich Picture |  Operations Failure Mode and Effects Analysis |  Operations Scatter Diagram |
|---|---|---|---|---|
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. | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | 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. | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-2 h | 30-90 min | 2-6 h | 30-90 min |
Participantsdifferent | 3-12 | 2-10 | 3-10 | 1-4 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Rich Picture, Problem Framing Notes | FMEA Table, Risk Priority, Mitigation Actions | Scatter Plot, Korrelationsnotiz, Hypothesenliste |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingSoft systemsFramingVisualization | RiskQualityOperationsRoot cause | Root causeQualityVisualization |