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| Criterion |  Facilitation Expectation Mapping |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 45-90 min | Half day | 15-60 min je Zyklus | 60–90 min |
Participantsdifferent | 3-12 | 3-12 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersTeam | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | StakeholdersAlignmentFacilitationChange |