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| Criterion |  Systems Thinking Future Reality Tree |  Facilitation Expectation Mapping |  Decision Making RAPID |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | High | Low | Medium | Low |
Timedifferent | 2-4 h | 45-90 min | 45-90 min | 60–90 min |
Participantsdifferent | 3-8 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expectation Map, Alignment Notes, Agreements | RAPID Role Map, Recommendation, Decision Log | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | AlignmentStakeholdersTeam | DecisionRolesGovernance | StakeholdersAlignmentFacilitationChange |