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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Mind Mapping |  Decision Making RAPID |  Facilitation Decision Jam |
|---|---|---|---|---|
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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 15-45 min | 45-90 min | 60-90 min |
Participantsdifferent | 3-12 | 1-10 | 3-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Mind Map, Topic Clusters, Open Questions | RAPID Role Map, Recommendation, Decision Log | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | Systems thinkingTradeoffsLeadership | BrainstormingIdeasMappingStructureFacilitation | DecisionRolesGovernance | FacilitationDecisionProblem solvingWorkshop |