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| Criterion |  Systems Thinking Polarity Mapping |  Agile ROAM Board |  Decision Making Red Teaming |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 h | 20-40 min initial, dann laufend | 1-4 h | 60-180 min |
Participantsdifferent | 3-12 | 3-15 | 3-8 | 4-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | ROAM Board, Owner List | Challenge Findings, Risk Register, Mitigation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskAgileTrackingAlignment | RiskDecisionSensemaking | ComplexitySensemakingDecision |