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| Criterion |  Systems Thinking Leverage Points |  Decision Making Decision Rights Mapping |  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. | 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 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 |
Timedifferent | Half day | 90-180 min | 60-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | Systems thinkingChangeStrategy | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |
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