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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Delphi Method |  Decision Making DACI |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-2 h | 1-4 Wochen | 30-60 min | 1-2 h |
Participantsdifferent | 3-12 | 6-30 Experten | 2-10 | 4-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Expert Forecast, Consensus Range, Assumption Notes | DACI Matrix, Decision Owner, Decision Log | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ForecastingExpertsDecisionStrategy | DecisionRolesGovernanceAlignment | AlignmentStakeholdersStrategyFacilitation |