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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Leverage Points |  Facilitation Team Charter |
|---|---|---|---|
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 team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 1-2 h | Half day | 2-4 h |
Participantssame | 3-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Leverage Map, Action Strategy | Team Charter, Working Norms, Role Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingChangeStrategy | TeamAlignmentCollaboration |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
