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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Leverage Points |  Product Strategy Impact Mapping |  Systems Thinking Theory of Change |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-2 h | Half day | 45-90 min | 2-6 h |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Leverage Map, Action Strategy | Impact Map, Outcome Hypotheses, Delivery Options | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingChangeStrategy | OutcomesStrategyBehaviorPlanning | ImpactOutcomesSystems thinkingStrategy |