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| Criterion |  Systems Thinking Polarity Mapping |  Product Discovery Assumption Mapping |  Operations A3 Problem Solving |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 45-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Assumption map, Test backlog, Risk ranking | A3 Report, Action Plan, Root Cause Analysis | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AssumptionsRiskExperimentsValidation | LeanProblem solvingCoachingOperations | AssumptionsRiskDecisionDiscovery |