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| Criterion |  Systems Thinking Polarity Mapping |  Delivery RAID Log |  Operations Accountability Ladder |  Facilitation Expectation 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 30 min Setup, dann laufend | 20-45 min | 45-90 min |
Participantsdifferent | 3-12 | 1-3 maintaining, briefing for everyone | 1-8 | 3-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | RAID Log, Status Report Source | Ownership Reflection, Action Commitment, Coaching Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskTrackingStakeholdersGovernance | ResponsibilityLeadershipTeam | AlignmentStakeholdersTeam |