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| Criterion |  Operations Kepner-Tregoe |  Systems Thinking CATWOE Analysis |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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 | Medium | Medium | Low |
Timedifferent | 2-8 h | 45-90 min | 1-2 h | 60–90 min |
Participantsdifferent | 2-8 | 3-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | Systems thinkingFramingStakeholders | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |