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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Wardley Mapping |  Decision Making Decision Matrix |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-2 h | 1-3 h | 45-90 min | 1-4 Wochen |
Participantsdifferent | 3-12 | 2-10 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Wardley Map, Strategic Options, Evolution Notes | Decision Matrix, Scoring Rationale, Selected Option | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StrategySystems thinkingDynamics | DecisionCriteriaScoringTradeoffs | ForecastingExpertsDecisionStrategy |