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| Criterion |  Systems Thinking Polarity Mapping |  Operations Scatter Diagram |  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 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. | 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 | 30-90 min | 30-60 min | 2-6 h |
Participantsdifferent | 3-12 | 1-4 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Fishbone Diagram, Cause Categories, Investigation Backlog | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Root causeQualityVisualization | Root causeQualityOperations | Systems thinkingRoot causeConstraintsCausality |