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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Leverage Points |  Decision Making Trade-off 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 1-2 h | Half day | 45-120 min |
Participantsdifferent | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Leverage Map, Action Strategy | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingChangeStrategy | TradeoffsDecisionCriteriaOptions |
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