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| Criterion |  Systems Thinking Polarity Mapping |  Business Strategy McKinsey 7S |  Decision Making DACI |
|---|---|---|---|
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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 1-2 h | 2-4 h | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | 7S Assessment, Alignment Gaps, Change Actions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | Systems thinkingTradeoffsLeadership | OrganizationStrategyAlignmentChange | DecisionRolesGovernanceAlignment |
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