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| Criterion |  Systems Thinking Current Reality Tree |  Delivery RAID Log |  Facilitation Stakeholder Mapping |  Agile ROAM Board |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-6 h | 30 min Setup, dann laufend | 60–90 min | 20-40 min initial, dann laufend |
Participantsdifferent | 3-8 | 1-3 maintaining, briefing for everyone | 2-8 | 3-15 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | RAID Log, Status Report Source | Stakeholder Map, Engagement Plan, Risk Notes | ROAM Board, Owner List |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | RiskTrackingStakeholdersGovernance | StakeholdersAlignmentFacilitationChange | RiskAgileTrackingAlignment |