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| Criterion |  Systems Thinking Polarity Mapping |  Operations Standard Work Analysis |  Operations 5 Whys |  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 same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | Medium | Low | Medium |
Timedifferent | 1-2 h | 1-3 h | 15-30 min | 1-3 h |
Participantsdifferent | 3-12 | 2-6 | 2-6 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | Systems thinkingTradeoffsLeadership | LeanProcessQuality | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality |