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| Criterion |  Systems Thinking Polarity Mapping |  Delivery Cost of Delay |  Decision Making Constraint Analysis |  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. | 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 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. | 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 | High | Low | Medium |
Timedifferent | 1-2 h | 90-180 min | 30-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | CoD Table, Prioritization Sequence | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingTradeoffsLeadership | PrioritizationDeliveryEconomicsDecision | ConstraintsDecisionPlanningOptions | DecisionCriteriaScoringTradeoffs |