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| Criterion |  Operations Accountability Ladder |  Systems Thinking Soft Systems Methodology |  Facilitation Power Interest Grid |  Facilitation Stakeholder 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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 20-45 min | 0.5-3 Tage | 30-60 min | 60–90 min |
Participantsdifferent | 1-8 | 5-15 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | Soft systemsComplexitySensemakingSystems thinking | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |