View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
Selected:Polarity MappingStakeholder Salience ModelAlignment MappingATAM (Architecture Tradeoff Analysis Method)
| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Architecture ATAM (Architecture Tradeoff Analysis Method) |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | ATAM helps teams weigh architecture decisions when quality goals compete. The team considers business goals, stakeholder expectations, and technical decisions together. The evaluation shows which risks need further investigation. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-2 h | 60-90 min | 1-2 h | Several meetings plus preparation and analysis; total effort depends on scope |
Participantsdifferent | 3-12 | 3-6 | 4-12 | Evaluation team, architects, and relevant stakeholders |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | ArchitectureQualityRiskTradeoffsStakeholders |