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| Criterion |  Systems Thinking Leverage Points |  Facilitation Stakeholder Mapping |  Decision Making DACI |  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 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Low | Medium |
Timedifferent | Half day | 60–90 min | 30-60 min | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 2-10 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes | DACI Matrix, Decision Owner, Decision Log | Salience Diagram, Strategy per Class |
Tagsno overlap | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange | DecisionRolesGovernanceAlignment | StakeholdersFacilitationAlignmentGovernance |