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| Criterion |  Systems Thinking Leverage Points |  Facilitation Stakeholder Mapping |  Domain Modeling Context Map |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 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. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Half day | 60–90 min | 1-3 h | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes | Context Map, Integration Patterns, Boundary Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange | Domain-Driven DesignBoundariesStrategy | StakeholdersFacilitationAlignmentPlanning |