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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Assumption Surfacing |  Delivery Cost of Delay |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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 | Low | High | Medium |
Timedifferent | 1-2 h | 45-90 min | 90-180 min | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Assumption List, Critical Assumptions, Learning Plan | CoD Table, Prioritization Sequence | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AssumptionsRiskDecisionDiscovery | PrioritizationDeliveryEconomicsDecision | DecisionCriteriaScoringTradeoffs |