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| Criterion |  Facilitation Stakeholder Salience Model |  Systems Thinking Wardley Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|
Purposedifferent | 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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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 | Medium | Medium | High |
Timedifferent | 60-90 min | 1-3 h | Half day |
Participantsdifferent | 3-6 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Wardley Map, Strategic Options, Evolution Notes | Leverage Map, Action Strategy |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | StrategySystems thinkingDynamics | Systems thinkingChangeStrategy |
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