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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Mind Mapping |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-2 h | 15-45 min | 1-3 h | Half day |
Participantsdifferent | 3-12 | 1-10 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Mind Map, Topic Clusters, Open Questions | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingTradeoffsLeadership | BrainstormingIdeasMappingStructureFacilitation | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy |