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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Alignment Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|
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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 1-2 h | 1-2 h | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Alignment Map, Open Issues, Decision Questions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AlignmentStakeholdersStrategyFacilitation | ChangeDecisionStrategy |
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