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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Risk Matrix |  Delivery Cost of Delay |  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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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 | Low | High | Medium |
Timedifferent | 1-2 h | 30-60 min | 90-180 min | 45-90 min |
Participantsdifferent | 3-12 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Risk Matrix, Top Risk List | CoD Table, Prioritization Sequence | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskDecisionPrioritizationAssessment | PrioritizationDeliveryEconomicsDecision | DecisionCriteriaScoringTradeoffs |