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| Criterion |  Systems Thinking Future Reality Tree |  Facilitation Team Charter |  Systems Thinking Evaporating Cloud |  Facilitation Expectation 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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 2-4 h | 2-4 h | 60-120 min | 45-90 min |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Team Charter, Working Norms, Role Notes | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | TeamAlignmentCollaboration | Theory of ConstraintsAssumptionsSystems thinking | AlignmentStakeholdersTeam |