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| Criterion |  Facilitation Lean Coffee |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 30-90 min | 2-4 h | Half day | 1-2 h |
Participantsdifferent | 3-20 | 3-8 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FacilitationAutonomyDialogue | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | AlignmentStakeholdersStrategyFacilitation |