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| Criterion |  Systems Thinking Current Reality Tree |  Systems Thinking Leverage Points |  Facilitation Stakeholder Salience Model |  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. | 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 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 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 | High | Medium | Low |
Timedifferent | 2-6 h | Half day | 60-90 min | 60–90 min |
Participantsdifferent | 3-8 | 3-12 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Leverage Map, Action Strategy | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |