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| Criterion |  Systems Thinking Polarity Mapping |  Team Design Team API |  Facilitation Team Charter |  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 expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | Half day initial, dann laufend | 2-4 h | 20-45 min |
Participantsdifferent | 3-12 | Ein Team plus Stakeholder | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Team API Document | Team Charter, Working Norms, Role Notes | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | TeamAlignmentCommunicationService | TeamAlignmentCollaboration | ResponsibilityLeadershipTeam |