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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Decision Matrix |  Innovation Brainwriting |  Facilitation Mind 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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 15-30 min | 15-45 min |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 1-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Decision Matrix, Scoring Rationale, Selected Option | Idea sheets, Expanded concepts, Prioritized list | Mind Map, Topic Clusters, Open Questions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | DecisionCriteriaScoringTradeoffs | BrainstormingCollaborationInclusionIdeas | BrainstormingIdeasMappingStructureFacilitation |