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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Red Teaming |  Decision Making Cynefin Workshop |  Systems Thinking Soft Systems Methodology |
|---|---|---|---|---|
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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-2 h | 1-4 h | 60-180 min | 0.5-3 Tage |
Participantsdifferent | 3-12 | 3-8 | 4-20 | 5-15 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Challenge Findings, Risk Register, Mitigation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Rich Picture, Root Definitions, Conceptual Models, Change Agenda |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskDecisionSensemaking | ComplexitySensemakingDecision | Soft systemsComplexitySensemakingSystems thinking |