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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Decision Tree |  Systems Thinking Leverage Points |
|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 1-2 h | 30-90 min | Half day |
Participantsdifferent | 3-12 | 1-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Decision Tree, Option Map, Assumption List | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingTradeoffsLeadership | DecisionTreeOptions | Systems thinkingChangeStrategy |
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