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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Leverage Points |  Operations Failure Mode and Effects 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | High | High |
Timedifferent | 1-2 h | Half day | 2-6 h |
Participantsdifferent | 3-12 | 3-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Leverage Map, Action Strategy | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingChangeStrategy | RiskQualityOperationsRoot cause |
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