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| Criterion |  Systems Thinking Leverage Points |  Facilitation Alignment Mapping |  Systems Thinking Future Reality Tree |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | Half day | 1-2 h | 2-4 h | 30-60 min |
Participantsdifferent | 3-12 | 4-12 | 3-8 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Alignment Map, Open Issues, Decision Questions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Systems thinkingChangeStrategy | AlignmentStakeholdersStrategyFacilitation | Theory of ConstraintsSystems thinkingChange | StakeholdersFacilitationAlignmentPlanning |