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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Six Thinking Hats |  Facilitation Consensus Workshop |  Facilitation Alignment 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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 45-90 min | 1-3 h | 1-2 h |
Participantsdifferent | 3-12 | 4-12 | 5-30 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Perspective Notes, Decision Inputs, Action Items | Consensus Clusters, Theme Titles, Priority Areas | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | FacilitationOptionsDecision | FacilitationConsensusWorkshopAlignment | AlignmentStakeholdersStrategyFacilitation |