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| Criterion |  Systems Thinking Futures Wheel |  Operations A3 Problem Solving |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Medium | Medium | Low | Low |
Timedifferent | 60-120 min | 45-90 min | 30-60 min | 60–90 min |
Participantsdifferent | 3-10 | 2-5 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | A3 Report, Action Plan, Root Cause Analysis | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ForesightSystems thinkingSignals | LeanProblem solvingCoachingOperations | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |