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| Criterion |  Systems Thinking Polarity Mapping |  Product Strategy Impact Mapping |  Decision Making Decision Matrix |  Systems Thinking Theory of Change |
|---|---|---|---|---|
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. | 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-2 h | 45-90 min | 45-90 min | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Impact Map, Outcome Hypotheses, Delivery Options | Decision Matrix, Scoring Rationale, Selected Option | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | Systems thinkingTradeoffsLeadership | OutcomesStrategyBehaviorPlanning | DecisionCriteriaScoringTradeoffs | ImpactOutcomesSystems thinkingStrategy |