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| Criterion |  Systems Thinking Polarity Mapping |  Business Strategy McKinsey 7S |  Team Design Team Topologies Interaction Modes |  Operations Accountability Ladder |
|---|---|---|---|---|
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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 2-4 h | Half day | 20-45 min |
Participantsdifferent | 3-12 | 3-12 | Team-Leads plus Architecture | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | 7S Assessment, Alignment Gaps, Change Actions | Interaction Heat Map, Agreements per Pair | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | OrganizationStrategyAlignmentChange | TeamAlignmentCollaborationOrganization | ResponsibilityLeadershipTeam |