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| Criterion |  Systems Thinking Soft Systems Methodology |  Facilitation Expectation Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 0.5-3 Tage | 45-90 min | 60-90 min | 60–90 min |
Participantsdifferent | 5-15 | 3-12 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Expectation Map, Alignment Notes, Agreements | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Soft systemsComplexitySensemakingSystems thinking | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |