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| Criterion |  Systems Thinking Leverage Points |  Facilitation World Café |  Decision Making Force Field Analysis |  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 group needs to connect many viewpoints in a short time, World Café creates a calm alternation between closeness and rotation. It sets thinking in motion without forcing the conversation into full-plenary rigidity. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | 60-180 min | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 12-100+ | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Table Notes, Emergent Themes, Shared Questions | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingChangeStrategy | FacilitationDialogueLarge groupSensemaking | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation |