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| Criterion |  Systems Thinking Rich Picture |  Operations ABC Analysis |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Low | Low | Medium |
Timedifferent | 30-90 min | 30-60 min | 60–90 min | 60-90 min |
Participantsdifferent | 2-10 | 1-5 | 2-8 | 3-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | ABC Classification, Focus Rules, Control List | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | PrioritizationOperationsPortfolio | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |