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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Leverage Points |  Systems Thinking Iceberg Model |  Operations Family Tree 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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | For a series of incidents with a similar pattern, the method arranges individual events as branches of a common origin. It makes visible which conditions keep recurring. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-2 h | Half day | 30-60 min | 2-4 h |
Participantsdifferent | 3-12 | 3-12 | 2-10 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Leverage Map, Action Strategy | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Family Tree Diagram, Pattern Notes, Systemic Measures |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingChangeStrategy | Systems thinkingRoot causePatterns | Root causePatternsIncidentSystemic |