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| Criterion |  Systems Thinking Futures Wheel |  Operations Time Blocking |  Facilitation Stakeholder Salience Model |  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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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. | 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 | Low | Medium | Low |
Timedifferent | 60-120 min | 15-30 min Planung, laufend | 60-90 min | 60–90 min |
Participantsdifferent | 3-10 | 1 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Blocked Calendar, Capacity View, Focus Plan | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ForesightSystems thinkingSignals | PlanningTime managementFocus | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |