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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Expectation Mapping |  Delivery RAID Log |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 45-90 min | 30 min Setup, dann laufend | 60-90 min |
Participantsdifferent | 3-12 | 3-12 | 1-3 maintaining, briefing for everyone | 3-6 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Expectation Map, Alignment Notes, Agreements | RAID Log, Status Report Source | Salience Diagram, Strategy per Class |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AlignmentStakeholdersTeam | RiskTrackingStakeholdersGovernance | StakeholdersFacilitationAlignmentGovernance |