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| Criterion |  Systems Thinking Polarity Mapping |  Business Strategy Scenario Planning |  Systems Thinking Leverage Points |  Product Strategy Impact 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-2 h | 0.5-2 Tage | Half day | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Scenario Set, Strategic Implications, Robust Options | Leverage Map, Action Strategy | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StrategyUncertaintyPlanning | Systems thinkingChangeStrategy | OutcomesStrategyBehaviorPlanning |