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| Criterion |  Systems Thinking Evaporating Cloud |  Facilitation Expectation Mapping |  Systems Thinking Intervention Mapping |  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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | Low | High | Low |
Timedifferent | 60-120 min | 45-90 min | 1-5 Tage | 60–90 min |
Participantsdifferent | 2-8 | 3-12 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Expectation Map, Alignment Notes, Agreements | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | AlignmentStakeholdersTeam | ChangeSystems thinkingCapability | StakeholdersAlignmentFacilitationChange |