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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Expectation Mapping |  Delivery RAID Log |  Agile ROAM Board |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 30 min Setup, dann laufend | 20-40 min initial, dann laufend |
Participantsdifferent | 3-12 | 3-12 | 1-3 maintaining, briefing for everyone | 3-15 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Expectation Map, Alignment Notes, Agreements | RAID Log, Status Report Source | ROAM Board, Owner List |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AlignmentStakeholdersTeam | RiskTrackingStakeholdersGovernance | RiskAgileTrackingAlignment |