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| Criterion |  Systems Thinking Causal Loop Diagram |  Systems Thinking Current Reality Tree |  Facilitation Stakeholder Salience Model |  Facilitation Alignment 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | 2-6 h | 60-90 min | 1-2 h |
Participantsdifferent | 2-8 | 3-8 | 3-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |