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| Criterion |  Systems Thinking Polarity Mapping |  Product Strategy Counter Metrics |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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 a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 1-2 h | 30-60 min | Half day | 2-4 h |
Participantsdifferent | 3-12 | 2-6 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Counter Metric List, Guardrail Definitions | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingTradeoffsLeadership | MetricsMeasurementStrategyExperiments | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange |