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| Criterion |  Systems Thinking Polarity Mapping |  Agile ROAM Board |  Operations Fishbone 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. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | 20-40 min initial, dann laufend | 30-60 min | 2-6 h |
Participantsdifferent | 3-12 | 3-15 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | ROAM Board, Owner List | Fishbone Diagram, Cause Categories, Investigation Backlog | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskAgileTrackingAlignment | Root causeQualityOperations | Systems thinkingRoot causeConstraintsCausality |