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| Criterion |  Facilitation Expectation Mapping |  Systems Thinking Current Reality Tree |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. |
Complexitydifferent | Low | High | Medium |
Timedifferent | 45-90 min | 2-6 h | 60-90 min |
Participantsdifferent | 3-12 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Current Reality Tree, Core Problems, Intervention Ideas | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersTeam | Systems thinkingRoot causeConstraintsCausality | StakeholdersFacilitationAlignmentGovernance |
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