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| Criterion |  Systems Thinking Polarity Mapping |  Product Strategy Impact Mapping |  Operations Causal Factor Analysis |
|---|---|---|---|
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 goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 1-2 h | 45-90 min | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Impact Map, Outcome Hypotheses, Delivery Options | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | OutcomesStrategyBehaviorPlanning | CausalityIncidentRoot causeTimeline |
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