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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Leverage Points |  Decision Making Decision Rights Mapping |  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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Half day | 90-180 min | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Leverage Map, Action Strategy | Decision Rights Matrix, Agreement | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingChangeStrategy | DecisionGovernanceAlignmentResponsibility | ChangeDecisionStrategy |