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| Criterion |  Systems Thinking Futures Wheel |  Facilitation Alignment Mapping |  Business Strategy Three Horizons |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 60-120 min | 1-2 h | Halbtags-Workshop, dann iterativ | 60-90 min |
Participantsdifferent | 3-10 | 4-12 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Alignment Map, Open Issues, Decision Questions | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Salience Diagram, Strategy per Class |
Tagsno overlap | ForesightSystems thinkingSignals | AlignmentStakeholdersStrategyFacilitation | StrategyInnovationPortfolioForesight | StakeholdersFacilitationAlignmentGovernance |