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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Force Field Analysis |  Systems Thinking Causal Loop Diagram |  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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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 | Low | Medium | High |
Timedifferent | 1-2 h | 45-90 min | 1-3 h | Half day |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Force Field Map, Change Levers, Risk Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ChangeDecisionStrategy | FeedbackSystems thinkingCausalityDynamics | Systems thinkingChangeStrategy |