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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Delegation Poker |  Agile Starfish Retrospective |  Operations Accountability Ladder |
|---|---|---|---|---|
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 decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 45-90 min | 20-45 min |
Participantsdifferent | 3-12 | 3-10 | 4-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Delegation Board, Decision Boundaries, Role Agreements | Starfish Board, Practice Changes, Experiments | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AutonomyRolesTeam | RetrospectiveImprovementExperimentsTeam | ResponsibilityLeadershipTeam |