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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation 3-Circle Venn Diagram |  Decision Making RAPID |  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 three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 15-45 min | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Venn Diagram, Overlap Notes, Differentiators | RAPID Role Map, Recommendation, Decision Log | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ComparisonFacilitationAlignment | DecisionRolesGovernance | AlignmentStakeholdersStrategyFacilitation |