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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Alignment Mapping |  Systems Thinking Soft Systems Methodology |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-2 h | 1-2 h | 0.5-3 Tage | 60-90 min |
Participantsdifferent | 3-12 | 4-12 | 5-15 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Alignment Map, Open Issues, Decision Questions | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Salience Diagram, Strategy per Class |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AlignmentStakeholdersStrategyFacilitation | Soft systemsComplexitySensemakingSystems thinking | StakeholdersFacilitationAlignmentGovernance |