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| Criterion |  Systems Thinking Polarity Mapping |  Operations Standard Work Analysis |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 1-3 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | Systems thinkingTradeoffsLeadership | LeanProcessQuality | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery |