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| Criterion |  Operations Accountability Ladder |  Systems Thinking Systems Mapping |  Systems Thinking Intervention Mapping |  Systems Thinking Polarity Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 20-45 min | 1-3 h | 1-5 Tage | 1-2 h |
Participantsdifferent | 1-8 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Polarity Map, Warning Signs, Balance Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability | Systems thinkingTradeoffsLeadership |