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| Criterion |  Systems Thinking Futures Wheel |  Systems Thinking Soft Systems Methodology |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 60-120 min | 0.5-3 Tage | 60–90 min | 30-60 min |
Participantsdifferent | 3-10 | 5-15 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ForesightSystems thinkingSignals | Soft systemsComplexitySensemakingSystems thinking | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |