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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Intervention Mapping |  Business Strategy Value Chain 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Medium | High | High |
Timedifferent | 1-2 h | 1-5 Tage | Half day |
Participantsdifferent | 3-12 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis |
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