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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Decision Matrix |  Facilitation Responsibility Poker |  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 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 it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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 | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-10 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Decision Matrix, Scoring Rationale, Selected Option | Responsibility Map, Role Agreements, Open Questions | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | Systems thinkingTradeoffsLeadership | DecisionCriteriaScoringTradeoffs | RolesResponsibilityTeamFacilitation | FacilitationDecisionProblem solvingWorkshop |