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| Criterion |  Systems Thinking Polarity Mapping |  Operations Scatter Diagram |  Operations Root Cause Tree Analysis |  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. | 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. | 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 | Medium | High |
Timedifferent | 1-2 h | 30-90 min | 1-3 h | 1-6 Wochen |
Participantsdifferent | 3-12 | 1-4 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Cause Tree, Evidence Notes, Countermeasures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Root causeQualityVisualization | Root causeTreeIncidentQuality | QualityProblem solvingRoot cause |