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| Criterion |  Systems Thinking Polarity Mapping |  Operations Accountability Ladder |  Systems Thinking Future Reality Tree |  Facilitation Responsibility Poker |
|---|---|---|---|---|
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. | 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. | 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. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-2 h | 20-45 min | 2-4 h | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Ownership Reflection, Action Commitment, Coaching Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ResponsibilityLeadershipTeam | Theory of ConstraintsSystems thinkingChange | RolesResponsibilityTeamFacilitation |