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| Criterion |  Systems Thinking Polarity Mapping |  Facilitation Power Interest Grid |  Systems Thinking Leverage Points |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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. | 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 h | 30-60 min | Half day | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Power Interest Grid, Strategy per Stakeholder | Leverage Map, Action Strategy | Salience Diagram, Strategy per Class |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StakeholdersFacilitationAlignmentPlanning | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentGovernance |