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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Red Teaming |  Systems Thinking Soft Systems Methodology |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 1-2 h | 1-4 h | 0.5-3 Tage | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 5-15 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Challenge Findings, Risk Register, Mitigation Plan | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskDecisionSensemaking | Soft systemsComplexitySensemakingSystems thinking | AssumptionsRiskDecisionDiscovery |