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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Alignment Mapping |  Systems Thinking Leverage Points |  Facilitation Stakeholder 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 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 h | 1-2 h | Half day | 60–90 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Alignment Map, Open Issues, Decision Questions | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AlignmentStakeholdersStrategyFacilitation | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange |