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| Criterion |  Facilitation Stakeholder Mapping |  Systems Thinking Soft Systems Methodology |  Systems Thinking Leverage Points |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 60–90 min | 0.5-3 Tage | Half day | 60-90 min |
Participantsdifferent | 2-8 | 5-15 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Leverage Map, Action Strategy | Salience Diagram, Strategy per Class |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | Soft systemsComplexitySensemakingSystems thinking | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentGovernance |