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| Criterion |  Systems Thinking Polarity Mapping |  Agile ROAM Board |  Systems Thinking Soft Systems Methodology |  Decision Making Red Teaming |
|---|---|---|---|---|
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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 1-2 h | 20-40 min initial, dann laufend | 0.5-3 Tage | 1-4 h |
Participantsdifferent | 3-12 | 3-15 | 5-15 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | ROAM Board, Owner List | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskAgileTrackingAlignment | Soft systemsComplexitySensemakingSystems thinking | RiskDecisionSensemaking |