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| Criterion |  Systems Thinking Current Reality Tree |  Facilitation Stakeholder Mapping |  Facilitation Six Thinking Hats |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-6 h | 60–90 min | 45-90 min | 60-90 min |
Participantsdifferent | 3-8 | 2-8 | 4-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Stakeholder Map, Engagement Plan, Risk Notes | Perspective Notes, Decision Inputs, Action Items | Salience Diagram, Strategy per Class |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | StakeholdersAlignmentFacilitationChange | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentGovernance |