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| Criterion |  Systems Thinking Leverage Points |  Facilitation Expectation Mapping |  Team Design Spotify Model 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When a team landscape has grown without clear grouping, it maps roles and relationships onto the Spotify model. It clarifies responsibility, interaction, and load between teams. The result is captured as a Spotify model map and action list. | 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 | Low | Medium | Low |
Timedifferent | Half day | 45-90 min | 90-180 min | 60–90 min |
Participantsdifferent | 3-12 | 3-12 | 5-15 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Expectation Map, Alignment Notes, Agreements | Spotify Model Map, Action List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | AlignmentStakeholdersTeam | TeamOrganizationAlignmentDiagnosis | StakeholdersAlignmentFacilitationChange |