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| Criterion |  Systems Thinking Future Reality Tree |  Facilitation Expectation Mapping |  Decision Making RAPID |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 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 | High | Low | Medium | Medium |
Timedifferent | 2-4 h | 45-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 3-8 | 3-12 | 3-12 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expectation Map, Alignment Notes, Agreements | RAPID Role Map, Recommendation, Decision Log | Salience Diagram, Strategy per Class |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | AlignmentStakeholdersTeam | DecisionRolesGovernance | StakeholdersFacilitationAlignmentGovernance |