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| Criterion |  Systems Thinking Current Reality Tree |  Decision Making Constraint Analysis |  Facilitation Power Interest Grid |  Facilitation Alignment 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 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 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. | 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 | High | Low | Low | Medium |
Timedifferent | 2-6 h | 30-90 min | 30-60 min | 1-2 h |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | ConstraintsDecisionPlanningOptions | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |