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| Criterion |  Systems Thinking CATWOE Analysis |  Systems Thinking Polarity Mapping |  Product Strategy ICE Scoring |  Decision Making Decision Matrix |
|---|---|---|---|---|
Purposedifferent | 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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-2 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Polarity Map, Warning Signs, Balance Actions | ICE Table, Top Idea List | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingFramingStakeholders | Systems thinkingTradeoffsLeadership | PrioritizationScoringGrowthDecision | DecisionCriteriaScoringTradeoffs |