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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Intervention Mapping |  Domain Modeling Domain Context Map |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
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 a domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-2 h | 1-5 Tage | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 4-12 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Domain Context Map, Boundary Notes, Ownership Map | System Map, Dependencies, Leverage Points |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ChangeSystems thinkingCapability | Domain-Driven DesignContextBoundaries | Systems thinkingMappingBoundariesChange |