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| Criterion |  Facilitation Stakeholder Mapping |  Systems Thinking Future Reality Tree |  Decision Making OODA Loop |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 60–90 min | 2-4 h | 15-60 min je Zyklus | Half day |
Participantsdifferent | 2-8 | 3-8 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy |
Tags1 shared | StakeholdersAlignmentFacilitationChange | Theory of ConstraintsSystems thinkingChange | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy |