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| Criterion |  Systems Thinking Leverage Points |  Facilitation Power Interest Grid |  Facilitation 3-Circle Venn Diagram |  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 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. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | 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 | Low | Low |
Timedifferent | Half day | 30-60 min | 15-45 min | 60–90 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Power Interest Grid, Strategy per Stakeholder | Venn Diagram, Overlap Notes, Differentiators | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentPlanning | ComparisonFacilitationAlignment | StakeholdersAlignmentFacilitationChange |