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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Dot Voting |  Decision Making Trade-off Analysis |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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 a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 5-15 min | 45-120 min | 45-90 min |
Participantsdifferent | 3-12 | 3-20 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Ranked list, Consensus signal, Shortlist | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | Systems thinkingTradeoffsLeadership | FacilitationVotingConsensusPrioritization | TradeoffsDecisionCriteriaOptions | FacilitationOptionsDecision |