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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Stakeholder Mapping |  Facilitation Responsibility Poker |  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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. | 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 | Low | Low |
Timedifferent | 1-2 h | 60–90 min | 45-90 min | 20-45 min |
Participantsdifferent | 3-12 | 2-8 | 3-10 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Stakeholder Map, Engagement Plan, Risk Notes | Responsibility Map, Role Agreements, Open Questions | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StakeholdersAlignmentFacilitationChange | RolesResponsibilityTeamFacilitation | ResponsibilityLeadershipTeam |