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| Criterion |  Systems Thinking Soft Systems Methodology |  Operations Accountability Ladder |  Decision Making Argument Mapping |  Systems Thinking Polarity Mapping |
|---|---|---|---|---|
Purposedifferent | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 0.5-3 Tage | 20-45 min | 1-3 h | 1-2 h |
Participantsdifferent | 5-15 | 1-8 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Ownership Reflection, Action Commitment, Coaching Notes | Argument Map, Evidence Gaps, Decision Rationale | Polarity Map, Warning Signs, Balance Actions |
Tagsno overlap | Soft systemsComplexitySensemakingSystems thinking | ResponsibilityLeadershipTeam | SensemakingDecisionRationale | Systems thinkingTradeoffsLeadership |