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| Criterion |  Systems Thinking Polarity Mapping |  Agile ROAM Board |  Facilitation Stakeholder Mapping |
|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 1-2 h | 20-40 min initial, dann laufend | 60–90 min |
Participantsdifferent | 3-12 | 3-15 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | ROAM Board, Owner List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskAgileTrackingAlignment | StakeholdersAlignmentFacilitationChange |
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