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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Wardley Mapping |  Systems Thinking Future Reality Tree |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-2 h | 1-3 h | 2-4 h | 60-120 min |
Participantsdifferent | 3-12 | 2-10 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Wardley Map, Strategic Options, Evolution Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tags1 shared | Systems thinkingTradeoffsLeadership | StrategySystems thinkingDynamics | Theory of ConstraintsSystems thinkingChange | Theory of ConstraintsAssumptionsSystems thinking |