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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Six Thinking Hats |  Facilitation Decision Jam |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 45-90 min | 60-90 min | 1-3 h |
Participantsdifferent | 3-12 | 4-12 | 4-10 | 5-30 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Perspective Notes, Decision Inputs, Action Items | Problem Cluster, Prioritized Challenge, Experiment | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | FacilitationOptionsDecision | FacilitationDecisionProblem solvingWorkshop | FacilitationConsensusWorkshopAlignment |