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| Criterion |  Systems Thinking Polarity Mapping |  Operations Scatter Diagram |  Operations Failure Mode and Effects Analysis |  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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 | High | High |
Timedifferent | 1-2 h | 30-90 min | 2-6 h | 2-6 h |
Participantsdifferent | 3-12 | 1-4 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Scatter Plot, Korrelationsnotiz, Hypothesenliste | FMEA Table, Risk Priority, Mitigation Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Root causeQualityVisualization | RiskQualityOperationsRoot cause | Systems thinkingRoot causeConstraintsCausality |