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| Criterion |  Systems Thinking Evaporating Cloud |  Facilitation Alignment Mapping |  Systems Thinking Leverage Points |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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 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 | Medium | Medium | High | Low |
Timedifferent | 60-120 min | 1-2 h | Half day | 60–90 min |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Alignment Map, Open Issues, Decision Questions | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | AlignmentStakeholdersStrategyFacilitation | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange |