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| Criterion |  Systems Thinking Polarity Mapping |  Agile ROAM Board |  Decision Making Assumption Surfacing |  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 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. | 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. | 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 | Low | Medium |
Timedifferent | 1-2 h | 20-40 min initial, dann laufend | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-15 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | ROAM Board, Owner List | Assumption List, Critical Assumptions, Learning Plan | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskAgileTrackingAlignment | AssumptionsRiskDecisionDiscovery | DecisionCriteriaScoringTradeoffs |