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| Criterion |  Systems Thinking Leverage Points |  Facilitation Power Interest Grid |  Systems Thinking Future Reality Tree |  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. | 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. | 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 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 | Low | High | Medium |
Timedifferent | Half day | 30-60 min | 2-4 h | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Power Interest Grid, Strategy per Stakeholder | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Salience Diagram, Strategy per Class |
Tagsno overlap | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentPlanning | Theory of ConstraintsSystems thinkingChange | StakeholdersFacilitationAlignmentGovernance |