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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Delegation Poker |  Systems Thinking System Dynamics Simulation |  Operations Accountability Ladder |
|---|---|---|---|---|
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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-2 h | 45-90 min | Mehrere Tage bis Wochen | 20-45 min |
Participantsdifferent | 3-12 | 3-10 | 1-5 Modellierende, Stakeholder asynchron | 1-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Delegation Board, Decision Boundaries, Role Agreements | Simulation Model, Scenario Reports | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AutonomyRolesTeam | Systems thinkingDynamicsSimulationAnalysis | ResponsibilityLeadershipTeam |