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| Criterion |  Systems Thinking Rich Picture |  Facilitation Alignment Mapping |  Systems Thinking Leverage Points |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | 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. | 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 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-90 min | 1-2 h | Half day | 30-60 min |
Participantsdifferent | 2-10 | 4-12 | 3-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Alignment Map, Open Issues, Decision Questions | Leverage Map, Action Strategy | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | AlignmentStakeholdersStrategyFacilitation | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentPlanning |