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| Criterion |  Systems Thinking Theory of Constraints Thinking Process |  Systems Thinking Polarity Mapping |  Operations Accountability Ladder |
|---|---|---|---|
Purposedifferent | 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. | 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 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. |
Complexitydifferent | High | Medium | Low |
Timedifferent | 0.5-3 Tage | 1-2 h | 20-45 min |
Participantsdifferent | 4-10 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles | Polarity Map, Warning Signs, Balance Actions | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | Theory of ConstraintsConstraintsSystems thinkingCausality | Systems thinkingTradeoffsLeadership | ResponsibilityLeadershipTeam |
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