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| Criterion |  Systems Thinking Polarity Mapping |  Agile ROAM Board |  Systems Thinking Systems Mapping |  Knowledge Modeling Knowledge 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 20-40 min initial, dann laufend | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 3-15 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | ROAM Board, Owner List | System Map, Dependencies, Leverage Points | Knowledge Map, Critical Knowledge Areas, Transfer Plan |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskAgileTrackingAlignment | Systems thinkingMappingBoundariesChange | KnowledgeMappingRisk |