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| Criterion |  Systems Thinking Leverage Points |  Knowledge Modeling Competency Questions |  Facilitation Stakeholder Salience Model |  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. | Competency Questions translate a domain model into concrete questions that it must be able to answer. The method keeps the model's scope clean and prevents pretty but useless structures. | 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. | 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 | 2-4 h | 60-90 min | 60–90 min |
Participantsdifferent | 3-12 | 2-8 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Competency Question Set, Required Concepts, Test Queries, Coverage Matrix | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | OntologyKnowledge graphScopeRequirementsSemantic | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |