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| Criterion |  Systems Thinking Leverage Points |  Facilitation Alignment Mapping |  Facilitation Fishbowl Discussion |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 a controversial topic needs depth and discipline at the same time, Fishbowl Discussion makes the structure of the conversation transparent. The format keeps the core small enough for real dialogue and open enough for controlled turnover. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-2 h | 45-90 min | 60-90 min |
Participantsdifferent | 3-12 | 4-12 | 8-80 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Alignment Map, Open Issues, Decision Questions | Discussion Insights, Observed Tensions, Follow-up Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | Systems thinkingChangeStrategy | AlignmentStakeholdersStrategyFacilitation | FacilitationDialogueLarge group | StakeholdersFacilitationAlignmentGovernance |