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| Criterion |  Systems Thinking Current Reality Tree |  Facilitation Stakeholder Mapping |  Operations 5 Whys |  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 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | 60–90 min | 15-30 min | 1-2 h |
Participantsdifferent | 3-8 | 2-8 | 2-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Stakeholder Map, Engagement Plan, Risk Notes | Root cause notes, Countermeasures | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | StakeholdersAlignmentFacilitationChange | Root causeIncidentLeanProblem solving | AlignmentStakeholdersStrategyFacilitation |