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| Criterion |  Systems Thinking Polarity Mapping |  Product Strategy KPI Tree |  Facilitation Stakeholder Mapping |  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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Low | High |
Timedifferent | 1-2 h | 90-180 min initial, dann laufend | 60–90 min | Half day |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | KPI Tree, Owner List | Stakeholder Map, Engagement Plan, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingTradeoffsLeadership | MetricsStrategyAlignmentMeasurement | StakeholdersAlignmentFacilitationChange | Systems thinkingChangeStrategy |