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Selected:Polarity MappingLeverage PointsATAM (Architecture Tradeoff Analysis Method)Alignment Mapping
| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Leverage Points |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | ATAM helps teams weigh architecture decisions when quality goals compete. The team considers business goals, stakeholder expectations, and technical decisions together. The evaluation shows which risks need further investigation. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-2 h | Half day | Several meetings plus preparation and analysis; total effort depends on scope | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | Evaluation team, architects, and relevant stakeholders | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Leverage Map, Action Strategy | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingChangeStrategy | ArchitectureQualityRiskTradeoffsStakeholders | AlignmentStakeholdersStrategyFacilitation |