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| Criterion |  Systems Thinking Polarity Mapping |  Architecture Risk Storming |  Systems Thinking Stock and Flow Diagram |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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 architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 h | 60-90 min | 2-6 h | 1-3 h |
Participantsdifferent | 3-12 | 4-12 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Annotated Diagram, Prioritized Risk List, Action Backlog | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskArchitectureWorkshopValidation | DynamicsSimulationFeedbackSystems thinking | FeedbackSystems thinkingCausalityDynamics |