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| Criterion |  Systems Thinking Polarity Mapping |  Agile ROAM Board |  Operations Accountability Ladder |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 20-40 min initial, dann laufend | 20-45 min | 90-180 min |
Participantsdifferent | 3-12 | 3-15 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | ROAM Board, Owner List | Ownership Reflection, Action Commitment, Coaching Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskAgileTrackingAlignment | ResponsibilityLeadershipTeam | DecisionGovernanceAlignmentResponsibility |