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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Wardley Mapping |  Business Strategy GAP Analysis |
|---|---|---|---|
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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-2 h | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Wardley Map, Strategic Options, Evolution Notes | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StrategySystems thinkingDynamics | StrategyAnalysisPlanning |
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