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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Intervention Mapping |  Decision Making Cynefin Workshop |  Decision Making Force Field 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-2 h | 1-5 Tage | 60-180 min | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 4-20 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ChangeSystems thinkingCapability | ComplexitySensemakingDecision | ChangeDecisionStrategy |