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| Criterion |  Systems Thinking Current Reality Tree |  Facilitation Stakeholder Mapping |  Agile ROAM Board |  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. | 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. | 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 | 20-40 min initial, dann laufend | 1-2 h |
Participantsdifferent | 3-8 | 2-8 | 3-15 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Stakeholder Map, Engagement Plan, Risk Notes | ROAM Board, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | StakeholdersAlignmentFacilitationChange | RiskAgileTrackingAlignment | AlignmentStakeholdersStrategyFacilitation |