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| Criterion |  Systems Thinking Soft Systems Methodology |  Facilitation Stakeholder Mapping |  Systems Thinking Systems Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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 | High | Low | Medium | Low |
Timedifferent | 0.5-3 Tage | 60–90 min | 1-3 h | 30-60 min |
Participantsdifferent | 5-15 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Stakeholder Map, Engagement Plan, Risk Notes | System Map, Dependencies, Leverage Points | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Soft systemsComplexitySensemakingSystems thinking | StakeholdersAlignmentFacilitationChange | Systems thinkingMappingBoundariesChange | StakeholdersFacilitationAlignmentPlanning |