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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Mind Mapping |  Decision Making DACI |  Decision Making Decision Rights 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 a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 15-45 min | 30-60 min | 90-180 min |
Participantsdifferent | 3-12 | 1-10 | 2-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Mind Map, Topic Clusters, Open Questions | DACI Matrix, Decision Owner, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | Systems thinkingTradeoffsLeadership | BrainstormingIdeasMappingStructureFacilitation | DecisionRolesGovernanceAlignment | DecisionGovernanceAlignmentResponsibility |