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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Trade-off 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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 | Medium | High |
Timedifferent | 1-2 h | 45-120 min | 2-6 h |
Participantsdifferent | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | TradeoffsDecisionCriteriaOptions | Systems thinkingRoot causeConstraintsCausality |
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