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| Criterion |  Systems Thinking Polarity Mapping |  Knowledge Modeling IBIS |  Decision Making Decision Framing Workshop |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 1-3 h | 60-120 min | 45-120 min |
Participantsdifferent | 3-12 | 2-8 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Issue Map, Positions, Argument Notes | Decision Frame, Decision Question, Criteria List, Evidence Plan | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RationaleKnowledgeDecision | Decision framingAlignmentCriteriaOptions | TradeoffsDecisionCriteriaOptions |