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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Soft Systems Methodology |  Delivery RAID Log |  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. | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 | High | Low | High |
Timedifferent | 1-2 h | 0.5-3 Tage | 30 min Setup, dann laufend | 1-4 h |
Participantsdifferent | 3-12 | 5-15 | 1-3 maintaining, briefing for everyone | 3-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | RAID Log, Status Report Source | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Soft systemsComplexitySensemakingSystems thinking | RiskTrackingStakeholdersGovernance | RiskDecisionSensemaking |