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| Criterion |  DevOps Game Day |  Systems Thinking Current Reality Tree |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | In preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | 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 | High | High | Medium | Low |
Timedifferent | Halber Tag | 2-6 h | 1-2 h | 60–90 min |
Participantsdifferent | 5-20 | 3-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Simulation Notes, Gaps List, Updated Runbooks | Current Reality Tree, Core Problems, Intervention Ideas | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ResilienceOperationsIncident | Systems thinkingRoot causeConstraintsCausality | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |