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| Criterion |  Operations Change Analysis |  Facilitation Alignment Mapping |  Systems Thinking Leverage Points |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-120 min | 1-2 h | Half day | 60–90 min |
Participantsdifferent | 2-6 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Alignment Map, Open Issues, Decision Questions | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | AlignmentStakeholdersStrategyFacilitation | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange |