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| Criterion |  Delivery RAID Log |  Systems Thinking Future Reality Tree |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 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. | 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 | Low | High | Medium | Medium |
Timedifferent | 30 min Setup, dann laufend | 2-4 h | 1-2 h | 60-90 min |
Participantsdifferent | 1-3 maintaining, briefing for everyone | 3-8 | 4-12 | 3-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | RAID Log, Status Report Source | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | RiskTrackingStakeholdersGovernance | Theory of ConstraintsSystems thinkingChange | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |