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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Power Interest Grid |  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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Medium |
Timedifferent | 1-2 h | 30-60 min | 90-180 min |
Participantsdifferent | 3-12 | 2-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Power Interest Grid, Strategy per Stakeholder | Decision Rights Matrix, Agreement |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StakeholdersFacilitationAlignmentPlanning | DecisionGovernanceAlignmentResponsibility |
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