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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Responsibility Poker |  Facilitation Fishbowl Discussion |  Operations Accountability Ladder |
|---|---|---|---|---|
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 it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | When a controversial topic needs depth and discipline at the same time, Fishbowl Discussion makes the structure of the conversation transparent. The format keeps the core small enough for real dialogue and open enough for controlled turnover. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 45-90 min | 45-90 min | 20-45 min |
Participantsdifferent | 3-12 | 3-10 | 8-80 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Responsibility Map, Role Agreements, Open Questions | Discussion Insights, Observed Tensions, Follow-up Questions | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RolesResponsibilityTeamFacilitation | FacilitationDialogueLarge group | ResponsibilityLeadershipTeam |