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| Criterion |  Systems Thinking Polarity Mapping |  Innovation Rolestorming |  Facilitation 1-2-4-All |  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 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 many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | 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 | 30-60 min | 10-20 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 4-100+ | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Idea List, Shared Insights, Emergent Themes | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Systems thinkingTradeoffsLeadership | BrainstormingIdeationCreativity | FacilitationInclusionIdeation | BrainstormingIdeationCreativityWorkshopDivergence |