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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Mind Mapping |  Innovation Rolestorming |  Innovation Brainstorming |
|---|---|---|---|---|
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. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 15-45 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 1-10 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Mind Map, Topic Clusters, Open Questions | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Systems thinkingTradeoffsLeadership | BrainstormingIdeasMappingStructureFacilitation | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityWorkshopDivergence |