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| Criterion |  Systems Thinking Leverage Points |  Facilitation Alignment Mapping |  Product Discovery Fake Door Test |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. | 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 | Half day | 1-2 h | 1-5 Tage | 60–90 min |
Participantsdifferent | 3-12 | 4-12 | Nutzertraffic | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Alignment Map, Open Issues, Decision Questions | Click Data, Interest Signal, Learning Decision | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | AlignmentStakeholdersStrategyFacilitation | ValidationExperimentsDemandDiscovery | StakeholdersAlignmentFacilitationChange |