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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation 1-2-4-All |  Facilitation Delegation Poker |  Facilitation Lean Coffee |
|---|---|---|---|---|
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 many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | 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. | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 10-20 min | 45-90 min | 30-90 min |
Participantsdifferent | 3-12 | 4-100+ | 3-10 | 3-20 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Idea List, Shared Insights, Emergent Themes | Delegation Board, Decision Boundaries, Role Agreements | Prioritized Topics, Discussion Notes, Action Items |
Tagsno overlap | Systems thinkingTradeoffsLeadership | FacilitationInclusionIdeation | AutonomyRolesTeam | FacilitationAutonomyDialogue |