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| Criterion |  Systems Thinking Polarity Mapping |  Operations Scatter Diagram |  Systems Thinking Current Reality Tree |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | 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 acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 1-2 h | 30-90 min | 2-6 h | 1-6 Wochen |
Participantsdifferent | 3-12 | 1-4 | 3-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Current Reality Tree, Core Problems, Intervention Ideas | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Root causeQualityVisualization | Systems thinkingRoot causeConstraintsCausality | QualityProblem solvingRoot cause |