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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Delegation Poker |  Facilitation Fishbowl Discussion |  Facilitation Responsibility Poker |
|---|---|---|---|---|
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 decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | When a controversial topic needs depth and discipline at the same time, Fishbowl Discussion makes the structure of the conversation transparent. The format keeps the core small enough for real dialogue and open enough for controlled turnover. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-10 | 8-80 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Delegation Board, Decision Boundaries, Role Agreements | Discussion Insights, Observed Tensions, Follow-up Questions | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AutonomyRolesTeam | FacilitationDialogueLarge group | RolesResponsibilityTeamFacilitation |