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| Criterion |  Systems Thinking Polarity Mapping |  Agile ROAM Board |  Decision Making Decision Matrix |  Decision Making DACI |
|---|---|---|---|---|
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. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 20-40 min initial, dann laufend | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-15 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | ROAM Board, Owner List | Decision Matrix, Scoring Rationale, Selected Option | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskAgileTrackingAlignment | DecisionCriteriaScoringTradeoffs | DecisionRolesGovernanceAlignment |