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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Constraint Analysis |  Decision Making Decision Rights Mapping |
|---|---|---|---|
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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-2 h | 30-90 min | 90-180 min |
Participantsdifferent | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Rights Matrix, Agreement |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ConstraintsDecisionPlanningOptions | DecisionGovernanceAlignmentResponsibility |
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