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| Criterion |  Systems Thinking Polarity Mapping |  Agile ROAM Board |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 1-2 h | 20-40 min initial, dann laufend | 2-6 h | 2-6 h |
Participantsdifferent | 3-12 | 3-15 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | ROAM Board, Owner List | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskAgileTrackingAlignment | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |