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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Alignment Mapping |  Decision Making RAPID |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 1-2 h | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Alignment Map, Open Issues, Decision Questions | RAPID Role Map, Recommendation, Decision Log | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AlignmentStakeholdersStrategyFacilitation | DecisionRolesGovernance | StakeholdersFacilitationAlignmentPlanning |