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| Criterion |  Systems Thinking Polarity Mapping |  Team Design Team API |  Systems Thinking Leverage Points |  Operations Accountability Ladder |
|---|---|---|---|---|
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 expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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 defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-2 h | Half day initial, dann laufend | Half day | 20-45 min |
Participantsdifferent | 3-12 | Ein Team plus Stakeholder | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Team API Document | Leverage Map, Action Strategy | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | TeamAlignmentCommunicationService | Systems thinkingChangeStrategy | ResponsibilityLeadershipTeam |