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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Expectation Mapping |  Decision Making Decision Rights Mapping |  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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Low | Medium | Medium |
Timedifferent | 1-2 h | 45-90 min | 90-180 min | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Expectation Map, Alignment Notes, Agreements | Decision Rights Matrix, Agreement | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AlignmentStakeholdersTeam | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersStrategyFacilitation |