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| Criterion |  Systems Thinking Polarity Mapping |  Product Strategy Impact Mapping |  Business Strategy GAP Analysis |  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. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | Medium | Medium | High |
Timedifferent | 1-2 h | 45-90 min | 1-3 h | Half day |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Impact Map, Outcome Hypotheses, Delivery Options | Gap Matrix, Action Plan, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingTradeoffsLeadership | OutcomesStrategyBehaviorPlanning | StrategyAnalysisPlanning | Systems thinkingChangeStrategy |