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| Criterion |  Systems Thinking Causal Loop Diagram |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | 1-2 h | 60–90 min | Half day |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange | Systems thinkingChangeStrategy |