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| Criterion |  Systems Thinking Polarity Mapping |  Innovation Brainwriting |  Decision Making Force Field Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
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 loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 1-2 h | 15-30 min | 45-90 min | 1-4 Wochen |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Idea sheets, Expanded concepts, Prioritized list | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | BrainstormingCollaborationInclusionIdeas | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |