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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Delegation Poker |  Systems Thinking Iceberg Model |  Operations Family Tree Analysis |
|---|---|---|---|---|
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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | For a series of incidents with a similar pattern, the method arranges individual events as branches of a common origin. It makes visible which conditions keep recurring. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 45-90 min | 30-60 min | 2-4 h |
Participantsdifferent | 3-12 | 3-10 | 2-10 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Delegation Board, Decision Boundaries, Role Agreements | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Family Tree Diagram, Pattern Notes, Systemic Measures |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AutonomyRolesTeam | Systems thinkingRoot causePatterns | Root causePatternsIncidentSystemic |