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| Criterion |  Systems Thinking Current Reality Tree |  Facilitation Alignment Mapping |  Decision Making Constraint Analysis |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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 stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | High | Medium | Low | Low |
Timedifferent | 2-6 h | 1-2 h | 30-90 min | 60–90 min |
Participantsdifferent | 3-8 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Alignment Map, Open Issues, Decision Questions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | AlignmentStakeholdersStrategyFacilitation | ConstraintsDecisionPlanningOptions | StakeholdersAlignmentFacilitationChange |