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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Mind Mapping |  Decision Making Force Field Analysis |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
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. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 15-45 min | 45-90 min | 1-3 h |
Participantsdifferent | 3-12 | 1-10 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Mind Map, Topic Clusters, Open Questions | Force Field Map, Change Levers, Risk Notes | System Map, Dependencies, Leverage Points |
Tagsno overlap | Systems thinkingTradeoffsLeadership | BrainstormingIdeasMappingStructureFacilitation | ChangeDecisionStrategy | Systems thinkingMappingBoundariesChange |