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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making DACI |  Product Discovery Assumption Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 30-60 min | 45-60 min | 45-90 min |
Participantsdifferent | 3-12 | 2-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | DACI Matrix, Decision Owner, Decision Log | Assumption map, Test backlog, Risk ranking | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | Systems thinkingTradeoffsLeadership | DecisionRolesGovernanceAlignment | AssumptionsRiskExperimentsValidation | AssumptionsRiskDecisionDiscovery |