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| Criterion |  Systems Thinking Polarity Mapping |  Team Design Team Topologies Interaction Modes |  Business Strategy McKinsey 7S |  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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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 | Medium | Medium | High |
Timedifferent | 1-2 h | Half day | 2-4 h | Half day |
Participantsdifferent | 3-12 | Team-Leads plus Architecture | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Interaction Heat Map, Agreements per Pair | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingTradeoffsLeadership | TeamAlignmentCollaborationOrganization | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy |