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| Criterion |  Systems Thinking Polarity Mapping |  Product Discovery Assumption Mapping |  Decision Making Decision Rights Mapping |  Growth A/B Testing |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-2 h | 45-60 min | 90-180 min | 1-4 Wochen |
Participantsdifferent | 3-12 | 2-8 | 4-12 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Assumption map, Test backlog, Risk ranking | Decision Rights Matrix, Agreement | Experiment results, Decision log, Learning summary |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AssumptionsRiskExperimentsValidation | DecisionGovernanceAlignmentResponsibility | ExperimentsGrowthAnalyticsValidation |