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| Criterion |  Operations Accountability Ladder |  Systems Thinking CATWOE Analysis |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20-45 min | 45-90 min | 60-90 min | 1-2 h |
Participantsdifferent | 1-8 | 3-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingFramingStakeholders | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |