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| Criterion |  Systems Thinking Polarity Mapping |  Agile ROAM Board |  Decision Making RAPID |
|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-2 h | 20-40 min initial, dann laufend | 45-90 min |
Participantsdifferent | 3-12 | 3-15 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | ROAM Board, Owner List | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskAgileTrackingAlignment | DecisionRolesGovernance |
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