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| Criterion |  Systems Thinking Systems Mapping |  Domain Modeling Domain Context Map |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | When a domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | 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 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 | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 1-3 h | 60–90 min | 60-90 min |
Participantsdifferent | 3-12 | 3-10 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Domain Context Map, Boundary Notes, Ownership Map | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Domain-Driven DesignContextBoundaries | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |