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| Criterion |  Systems Thinking Causal Loop Diagram |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |  Systems Thinking Wardley Mapping |
|---|---|---|---|---|
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 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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-2 h | 60-90 min | 1-3 h |
Participantsdifferent | 2-8 | 4-12 | 3-6 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class | Wardley Map, Strategic Options, Evolution Notes |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance | StrategySystems thinkingDynamics |