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| Criterion |  Systems Thinking Polarity Mapping |  Operations Scatter Diagram |  Operations Causal Factor Analysis |  Operations Root Cause Tree 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 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. | 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 h | 30-90 min | 2-6 h | 1-3 h |
Participantsdifferent | 3-12 | 1-4 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Root causeQualityVisualization | CausalityIncidentRoot causeTimeline | Root causeTreeIncidentQuality |