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Criterion
Paper illustration of a Polarity Map with two poles and four quadrants
Systems Thinking
Polarity Mapping
Paper illustration of Spotify Model Mapping with its method-specific working model.
Team Design
Spotify Model Mapping
Four paper stations connect system purpose, quality goals, risk cards and focused investigation with a target and gap profile.
Architecture
LASR (Lightweight Approach for Software Reviews)
Paper illustration for Accountability Ladder
Operations
Accountability Ladder
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 a team landscape has grown without clear grouping, it maps roles and relationships onto the Spotify model. It clarifies responsibility, interaction, and load between teams. The result is captured as a Spotify model map and action list.LASR helps development teams identify where their software falls short of important quality goals and which improvements to consider. A small group with existing system knowledge can make an initial assessment and investigate open questions in more detail.With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on.
Complexitydifferent
MediumMediumMediumLow
Timedifferent
1-2 h90-180 min3–4 h for initial assessment; preparation and deeper analysis additional20-45 min
Participantsdifferent
3-125-151 or a small team; particularly suitable for 3–4 people1-8
Formatdifferent
WorkshopWorkshopWorkshop + asyncWorkshop + async
Outputdifferent
Polarity Map, Warning Signs, Balance ActionsSpotify Model Map, Action ListLean Mission Statement describing the software’s purpose, Prioritized quality goals and evaluation criteria, Risks and estimated gaps against quality goals, More closely examined findings and open checksOwnership Reflection, Action Commitment, Coaching Notes
Tagsno overlap
Systems thinkingTradeoffsLeadership
TeamOrganizationAlignmentDiagnosis
ArchitectureQualityRiskAssessmentLean
ResponsibilityLeadershipTeam
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