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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Delphi Method |  Decision Making Cynefin Workshop |  Decision Making Decision Matrix |
|---|---|---|---|---|
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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-2 h | 1-4 Wochen | 60-180 min | 45-90 min |
Participantsdifferent | 3-12 | 6-30 Experten | 4-20 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Expert Forecast, Consensus Range, Assumption Notes | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ForecastingExpertsDecisionStrategy | ComplexitySensemakingDecision | DecisionCriteriaScoringTradeoffs |