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| Criterion |  Systems Thinking Polarity Mapping |  Delivery RAID Log |  Facilitation Stakeholder Salience Model |  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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based 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 | Medium | Low |
Timedifferent | 1-2 h | 30 min Setup, dann laufend | 60-90 min | 20-40 min initial, dann laufend |
Participantsdifferent | 3-12 | 1-3 maintaining, briefing for everyone | 3-6 | 3-15 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | RAID Log, Status Report Source | Salience Diagram, Strategy per Class | ROAM Board, Owner List |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskTrackingStakeholdersGovernance | StakeholdersFacilitationAlignmentGovernance | RiskAgileTrackingAlignment |