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| Criterion |  Operations Accountability Ladder |  Systems Thinking Evaporating Cloud |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 60-120 min | 60–90 min | 30-60 min |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ResponsibilityLeadershipTeam | Theory of ConstraintsAssumptionsSystems thinking | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |