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| Criterion |  Systems Thinking CATWOE Analysis |  Operations Accountability Ladder |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 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 | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 20-45 min | 60-90 min | 30-60 min |
Participantsdifferent | 3-8 | 1-8 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Ownership Reflection, Action Commitment, Coaching Notes | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Systems thinkingFramingStakeholders | ResponsibilityLeadershipTeam | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning |