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| Criterion |  Systems Thinking Futures Wheel |  Facilitation Stakeholder Mapping |  Facilitation Expectation 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. | 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 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. | 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 | Low | Low | Low |
Timedifferent | 60-120 min | 60–90 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-10 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Stakeholder Map, Engagement Plan, Risk Notes | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ForesightSystems thinkingSignals | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning |