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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Iceberg Model |  Facilitation Delegation Poker |  Systems Thinking Behavior Over Time Graph |
|---|---|---|---|---|
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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | A Behavior Over Time Graph shows how a metric or observation develops over time. The method makes trends, breaks, and recurring patterns visible that get lost in snapshots. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 30-60 min | 45-90 min | 20-45 min |
Participantsdifferent | 3-12 | 2-10 | 3-10 | 1-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Delegation Board, Decision Boundaries, Role Agreements | Behavior Over Time Graph, Trend Hypotheses, Key Events |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingRoot causePatterns | AutonomyRolesTeam | Systems thinkingPatternsDynamics |