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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Wardley Mapping |  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. | 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. | 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 | Medium | Medium | High |
Timedifferent | 1-2 h | 1-3 h | 1-3 h | 1-6 Wochen |
Participantsdifferent | 3-12 | 2-10 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Wardley Map, Strategic Options, Evolution Notes | Cause Tree, Evidence Notes, Countermeasures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StrategySystems thinkingDynamics | Root causeTreeIncidentQuality | QualityProblem solvingRoot cause |