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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Wardley Mapping |  Systems Thinking Evaporating Cloud |  Product Strategy DIBB |
|---|---|---|---|---|
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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 1-3 h | 60-120 min | 1-2 h |
Participantsdifferent | 3-12 | 2-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Wardley Map, Strategic Options, Evolution Notes | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StrategySystems thinkingDynamics | Theory of ConstraintsAssumptionsSystems thinking | StrategyDecisionAssumptionsHypothesis |