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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Consensus Workshop |  Decision Making RAPID |  Facilitation Decision Jam |
|---|---|---|---|---|
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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 1-3 h | 45-90 min | 60-90 min |
Participantsdifferent | 3-12 | 5-30 | 3-12 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Consensus Clusters, Theme Titles, Priority Areas | RAPID Role Map, Recommendation, Decision Log | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | Systems thinkingTradeoffsLeadership | FacilitationConsensusWorkshopAlignment | DecisionRolesGovernance | FacilitationDecisionProblem solvingWorkshop |