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| Criterion |  Facilitation Six Thinking Hats |  Systems Thinking Current Reality Tree |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 45-90 min | 2-6 h | 60-90 min | 1-2 h |
Participantsdifferent | 4-12 | 3-8 | 3-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Current Reality Tree, Core Problems, Intervention Ideas | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FacilitationOptionsDecision | Systems thinkingRoot causeConstraintsCausality | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |