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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Delphi Method |  Facilitation Consensus Workshop |  Decision Making DACI |
|---|---|---|---|---|
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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-2 h | 1-4 Wochen | 1-3 h | 30-60 min |
Participantsdifferent | 3-12 | 6-30 Experten | 5-30 | 2-10 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Expert Forecast, Consensus Range, Assumption Notes | Consensus Clusters, Theme Titles, Priority Areas | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ForecastingExpertsDecisionStrategy | FacilitationConsensusWorkshopAlignment | DecisionRolesGovernanceAlignment |