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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Rich Picture |  Operations Scatter 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. | 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. | 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. | 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 | Low | Low | High |
Timedifferent | 1-2 h | 30-90 min | 30-90 min | 2-6 h |
Participantsdifferent | 3-12 | 2-10 | 1-4 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Rich Picture, Problem Framing Notes | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingSoft systemsFramingVisualization | Root causeQualityVisualization | Systems thinkingRoot causeConstraintsCausality |