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| Criterion |  Systems Thinking Polarity Mapping |  Business Strategy Balanced Scorecard |  Systems Thinking Theory of Change |
|---|---|---|---|
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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | Medium | High | High |
Timedifferent | 1-2 h | Halber Tag bis mehrere Wochen | 2-6 h |
Participantsdifferent | 3-12 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Balanced Scorecard, Strategic Measures, Initiative Map | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StrategyMetricsExecution | ImpactOutcomesSystems thinkingStrategy |
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