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| Criterion |  Systems Thinking Polarity Mapping |  Delivery RAID Log |  Facilitation Power Interest Grid |  Agile ROAM Board |
|---|---|---|---|---|
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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 30 min Setup, dann laufend | 30-60 min | 20-40 min initial, dann laufend |
Participantsdifferent | 3-12 | 1-3 maintaining, briefing for everyone | 2-8 | 3-15 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | RAID Log, Status Report Source | Power Interest Grid, Strategy per Stakeholder | ROAM Board, Owner List |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskTrackingStakeholdersGovernance | StakeholdersFacilitationAlignmentPlanning | RiskAgileTrackingAlignment |