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| Criterion |  Facilitation Mind Mapping |  Systems Thinking Future Reality Tree |  Facilitation Power Interest Grid |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 15-45 min | 2-4 h | 30-60 min | 1-3 h |
Participantsdifferent | 1-10 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Power Interest Grid, Strategy per Stakeholder | System Map, Dependencies, Leverage Points |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | Theory of ConstraintsSystems thinkingChange | StakeholdersFacilitationAlignmentPlanning | Systems thinkingMappingBoundariesChange |