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| Criterion |  Systems Thinking Evaporating Cloud |  Facilitation Stakeholder Salience Model |  Systems Thinking Future Reality Tree |
|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 60-120 min | 60-90 min | 2-4 h |
Participantsdifferent | 2-8 | 3-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Salience Diagram, Strategy per Class | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | StakeholdersFacilitationAlignmentGovernance | Theory of ConstraintsSystems thinkingChange |
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