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| Criterion |  Agile ROAM Board |  Systems Thinking Soft Systems Methodology |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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 | 20-40 min initial, dann laufend | 0.5-3 Tage | 1-2 h | 60-90 min |
Participantsdifferent | 3-15 | 5-15 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | ROAM Board, Owner List | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | RiskAgileTrackingAlignment | Soft systemsComplexitySensemakingSystems thinking | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |