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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Force Field Analysis |  Decision Making Decision Rights Mapping |  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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | 90-180 min | Half day |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Force Field Map, Change Levers, Risk Notes | Decision Rights Matrix, Agreement | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ChangeDecisionStrategy | DecisionGovernanceAlignmentResponsibility | Systems thinkingChangeStrategy |