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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Decision Jam |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 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. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 60-90 min | 1-2 h | 60–90 min |
Participantsdifferent | 3-12 | 4-10 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Problem Cluster, Prioritized Challenge, Experiment | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | FacilitationDecisionProblem solvingWorkshop | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |