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| Criterion |  Systems Thinking Polarity Mapping |  Product Strategy RICE Scoring |  Facilitation 3-Circle Venn Diagram |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 60-90 min | 15-45 min | 45-90 min |
Participantsdifferent | 3-12 | 2-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | RICE Scores, Ranked List, Assumption Log | Venn Diagram, Overlap Notes, Differentiators | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingTradeoffsLeadership | PrioritizationScoringRoadmapTradeoffs | ComparisonFacilitationAlignment | DecisionCriteriaScoringTradeoffs |