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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Assumption Surfacing |  Decision Making Cynefin Workshop |  Systems Thinking Soft Systems Methodology |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-2 h | 45-90 min | 60-180 min | 0.5-3 Tage |
Participantsdifferent | 3-12 | 2-8 | 4-20 | 5-15 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Assumption List, Critical Assumptions, Learning Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Rich Picture, Root Definitions, Conceptual Models, Change Agenda |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AssumptionsRiskDecisionDiscovery | ComplexitySensemakingDecision | Soft systemsComplexitySensemakingSystems thinking |