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| Criterion |  Operations Accountability Ladder |  Team Design Team Cognitive Load Assessment |  Systems Thinking CATWOE Analysis |  Systems Thinking Polarity Mapping |
|---|---|---|---|---|
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. | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 20-45 min | 60-90 min | 45-90 min | 1-2 h |
Participantsdifferent | 1-8 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Cognitive Load Profile, Action List | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Polarity Map, Warning Signs, Balance Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | TeamComplexityImprovementDiagnosis | Systems thinkingFramingStakeholders | Systems thinkingTradeoffsLeadership |