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| Criterion |  Systems Thinking Polarity Mapping |  Product Strategy DIBB |  Systems Thinking Leverage Points |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 h | 1-2 h | Half day | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | DIBB document, Belief list, Bet list, Learning report | Leverage Map, Action Strategy | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StrategyDecisionAssumptionsHypothesis | Systems thinkingChangeStrategy | DecisionCriteriaScoringTradeoffs |