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| Criterion |  Systems Thinking CATWOE Analysis |  Facilitation Storytelling |  Operations Accountability Ladder |  Delivery Communication Plan |
|---|---|---|---|---|
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. | When an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | 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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 45-120 min | 20-45 min | 45-90 min |
Participantsdifferent | 3-8 | 1-6 | 1-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Narrative Outline, Key Message, Story Arc | Ownership Reflection, Action Commitment, Coaching Notes | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | Systems thinkingFramingStakeholders | CommunicationNarrativeStakeholdersFacilitation | ResponsibilityLeadershipTeam | CommunicationStakeholdersDeliveryPlanning |