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| Criterion |  Facilitation Stakeholder Mapping |  Facilitation Dot Voting |  Systems Thinking Future Reality Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | When a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | Low | Low | High | Medium |
Timedifferent | 60–90 min | 5-15 min | 2-4 h | 1-2 h |
Participantsdifferent | 2-8 | 3-20 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Ranked list, Consensus signal, Shortlist | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | FacilitationVotingConsensusPrioritization | Theory of ConstraintsSystems thinkingChange | AlignmentStakeholdersStrategyFacilitation |