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| Criterion |  Systems Thinking Leverage Points |  Facilitation Team Charter |  Operations Accountability Ladder |  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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 | Medium | Low | Medium |
Timedifferent | Half day | 2-4 h | 20-45 min | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Team Charter, Working Norms, Role Notes | Ownership Reflection, Action Commitment, Coaching Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingChangeStrategy | TeamAlignmentCollaboration | ResponsibilityLeadershipTeam | AlignmentStakeholdersStrategyFacilitation |