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