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| Criterion |  Systems Thinking Polarity Mapping |  Operations Process Mapping |  Agile Mad Sad Glad |  Agile Start Stop Continue |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 1-3 h | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 3-10 | 3-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Process Map, Handoff List, Improvement Backlog | Emotion Board, Themes, Action Items | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ProcessOperationsImprovement | RetrospectiveTeamReflection | RetrospectiveImprovementTeamReflection |