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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Leverage Points |  Growth Funnel Analysis |  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. | When many visitors or users drop off along the way, the reason behind the number often stays hidden. Funnel Analysis exposes these transitions and makes visible exactly where the path collapses. | 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 | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 1-5 | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Leverage Map, Action Strategy | Funnel report, Drop-off analysis, Optimization hypotheses | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingChangeStrategy | AnalyticsConversionGrowth | ChangeDecisionStrategy |