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| Criterion |  Systems Thinking Polarity Mapping |  Innovation Rolestorming |  Facilitation 1-2-4-All |  Innovation Reverse 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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
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+ | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Idea List, Shared Insights, Emergent Themes | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | BrainstormingIdeationCreativity | FacilitationInclusionIdeation | BrainstormingIdeationCreativityRisk |