View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Future Reality Tree |  Facilitation Team Charter |  Systems Thinking Intervention Mapping |  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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | High | Low |
Timedifferent | 2-4 h | 2-4 h | 1-5 Tage | 45-90 min |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Team Charter, Working Norms, Role Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | TeamAlignmentCollaboration | ChangeSystems thinkingCapability | AlignmentStakeholdersTeam |