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| Criterion |  Systems Thinking Evaporating Cloud |  Systems Thinking Systems Mapping |  Facilitation Stakeholder Mapping |  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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | 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 | Low | High |
Timedifferent | 60-120 min | 1-3 h | 60–90 min | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | System Map, Dependencies, Leverage Points | Stakeholder Map, Engagement Plan, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingMappingBoundariesChange | StakeholdersAlignmentFacilitationChange | Theory of ConstraintsSystems thinkingChange |