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Selected:Polarity MappingTheory of Constraints Thinking ProcessATAM (Architecture Tradeoff Analysis Method)Current Reality Tree
| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Theory of Constraints Thinking Process |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. | ATAM helps teams weigh architecture decisions when quality goals compete. The team considers business goals, stakeholder expectations, and technical decisions together. The evaluation shows which risks need further investigation. | 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 | High | High | High |
Timedifferent | 1-2 h | 0.5-3 Tage | Several meetings plus preparation and analysis; total effort depends on scope | 2-6 h |
Participantsdifferent | 3-12 | 4-10 | Evaluation team, architects, and relevant stakeholders | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Theory of ConstraintsConstraintsSystems thinkingCausality | ArchitectureQualityRiskTradeoffsStakeholders | Systems thinkingRoot causeConstraintsCausality |