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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Delegation Poker |  Systems Thinking System Dynamics Simulation |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 h | 45-90 min | Mehrere Tage bis Wochen | 1-3 h |
Participantsdifferent | 3-12 | 3-10 | 1-5 Modellierende, Stakeholder asynchron | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Delegation Board, Decision Boundaries, Role Agreements | Simulation Model, Scenario Reports | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AutonomyRolesTeam | Systems thinkingDynamicsSimulationAnalysis | FeedbackSystems thinkingCausalityDynamics |