View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Evaporating Cloud |  Systems Thinking Systems Mapping |  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. | 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 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 | Medium | High |
Timedifferent | 60-120 min | 1-3 h | 60-90 min | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | System Map, Dependencies, Leverage Points | Salience Diagram, Strategy per Class | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingMappingBoundariesChange | StakeholdersFacilitationAlignmentGovernance | Theory of ConstraintsSystems thinkingChange |