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| Criterion |  Facilitation Expectation Mapping |  Systems Thinking Causal Loop Diagram |  Facilitation Alignment Mapping |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
Purposedifferent | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 45-90 min | 1-3 h | 1-2 h | 2-6 h |
Participantsdifferent | 3-12 | 2-8 | 4-12 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Causal Loop Diagram, Feedback Notes, Leverage Points | Alignment Map, Open Issues, Decision Questions | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | AlignmentStakeholdersTeam | FeedbackSystems thinkingCausalityDynamics | AlignmentStakeholdersStrategyFacilitation | DynamicsSimulationFeedbackSystems thinking |