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| Criterion |  Facilitation Mind Mapping |  Systems Thinking Systems Mapping |  Facilitation 3-Circle Venn Diagram |  Operations Change Analysis |
|---|---|---|---|---|
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. | 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. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 15-45 min | 1-3 h | 15-45 min | 45-120 min |
Participantsdifferent | 1-10 | 3-12 | 2-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | System Map, Dependencies, Leverage Points | Venn Diagram, Overlap Notes, Differentiators | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | Systems thinkingMappingBoundariesChange | ComparisonFacilitationAlignment | ChangeRoot causeTroubleshootingComparison |