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| Criterion |  Systems Thinking Rich Picture |  Systems Thinking Polarity Mapping |  Facilitation Delegation Poker |  Systems Thinking Soft Systems Methodology |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | 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 decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-90 min | 1-2 h | 45-90 min | 0.5-3 Tage |
Participantsdifferent | 2-10 | 3-12 | 3-10 | 5-15 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Polarity Map, Warning Signs, Balance Actions | Delegation Board, Decision Boundaries, Role Agreements | Rich Picture, Root Definitions, Conceptual Models, Change Agenda |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | Systems thinkingTradeoffsLeadership | AutonomyRolesTeam | Soft systemsComplexitySensemakingSystems thinking |