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| Criterion |  Facilitation Delegation Poker |  Systems Thinking Polarity Mapping |  Systems Thinking Future Reality Tree |
|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 45-90 min | 1-2 h | 2-4 h |
Participantsdifferent | 3-10 | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Polarity Map, Warning Signs, Balance Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | AutonomyRolesTeam | Systems thinkingTradeoffsLeadership | Theory of ConstraintsSystems thinkingChange |
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