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| Criterion |  Systems Thinking Leverage Points |  Facilitation Stakeholder Mapping |  Decision Making Option Framing |  Facilitation Alignment 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 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 early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 60–90 min | 45-120 min | 1-2 h |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange | OptionsDecision framingStrategyComparison | AlignmentStakeholdersStrategyFacilitation |