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| Criterion |  Systems Thinking Current Reality Tree |  Facilitation Alignment Mapping |  Systems Thinking Leverage Points |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 2-6 h | 1-2 h | Half day | 30-60 min |
Participantsdifferent | 3-8 | 4-12 | 3-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Alignment Map, Open Issues, Decision Questions | Leverage Map, Action Strategy | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | AlignmentStakeholdersStrategyFacilitation | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentPlanning |