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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Expectation Mapping |  Facilitation Team Charter |
|---|---|---|---|
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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-2 h | 45-90 min | 2-4 h |
Participantssame | 3-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Expectation Map, Alignment Notes, Agreements | Team Charter, Working Norms, Role Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AlignmentStakeholdersTeam | TeamAlignmentCollaboration |
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