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| Criterion |  Systems Thinking Polarity Mapping |  Agile ROAM Board |  Systems Thinking Systems Mapping |  Systems Thinking Intervention 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 work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-2 h | 20-40 min initial, dann laufend | 1-3 h | 1-5 Tage |
Participantsdifferent | 3-12 | 3-15 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | ROAM Board, Owner List | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Systems thinkingTradeoffsLeadership | RiskAgileTrackingAlignment | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability |