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| Criterion |  Business Strategy Balanced Scorecard |  Systems Thinking Evaporating Cloud |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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 | High | Medium | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 60-120 min | 1-2 h | 60–90 min |
Participantsdifferent | 4-12 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StrategyMetricsExecution | Theory of ConstraintsAssumptionsSystems thinking | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |