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| Criterion |  Systems Thinking Leverage Points |  Decision Making Decision Rights Mapping |  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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Low |
Timedifferent | Half day | 90-180 min | 60–90 min |
Participantsdifferent | 3-12 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Decision Rights Matrix, Agreement | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | DecisionGovernanceAlignmentResponsibility | StakeholdersAlignmentFacilitationChange |
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