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| Criterion |  Systems Thinking Polarity Mapping |  Agile ROAM Board |  Facilitation Power Interest Grid |  Delivery RAID Log |
|---|---|---|---|---|
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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 20-40 min initial, dann laufend | 30-60 min | 30 min Setup, dann laufend |
Participantsdifferent | 3-12 | 3-15 | 2-8 | 1-3 maintaining, briefing for everyone |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | ROAM Board, Owner List | Power Interest Grid, Strategy per Stakeholder | RAID Log, Status Report Source |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentPlanning | RiskTrackingStakeholdersGovernance |