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| Criterion |  Operations Accountability Ladder |  Systems Thinking Polarity Mapping |  Agile Sailboat Retrospective |
|---|---|---|---|
Purposedifferent | 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. | 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. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 20-45 min | 1-2 h | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Polarity Map, Warning Signs, Balance Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingTradeoffsLeadership | RetrospectiveTeamImprovement |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
