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Selected:Polarity MappingATAM (Architecture Tradeoff Analysis Method)Causal Loop DiagramStock and Flow Diagram
| Criterion |  Systems Thinking Polarity Mapping |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Systems Thinking Causal Loop Diagram |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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. | ATAM helps teams weigh architecture decisions when quality goals compete. The team considers business goals, stakeholder expectations, and technical decisions together. The evaluation shows which risks need further investigation. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-2 h | Several meetings plus preparation and analysis; total effort depends on scope | 1-3 h | 2-6 h |
Participantsdifferent | 3-12 | Evaluation team, architects, and relevant stakeholders | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Causal Loop Diagram, Feedback Notes, Leverage Points | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ArchitectureQualityRiskTradeoffsStakeholders | FeedbackSystems thinkingCausalityDynamics | DynamicsSimulationFeedbackSystems thinking |