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| Criterion |  Systems Thinking Systems Mapping |  Knowledge Modeling Concept Mapping |  Facilitation Stakeholder Salience Model |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
Purposedifferent | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-2 h | 60-90 min | 15-45 min |
Participantsdifferent | 3-12 | 1-8 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Concept Map, Relationship Labels, Knowledge Gaps | Salience Diagram, Strategy per Class | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | Systems thinkingMappingBoundariesChange | KnowledgeConceptsMappingSensemaking | StakeholdersFacilitationAlignmentGovernance | ComparisonFacilitationAlignment |