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| Criterion |  Systems Thinking Systems Mapping |  Facilitation Expectation Mapping |  Systems Thinking Future Reality Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 45-90 min | 2-4 h | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Expectation Map, Alignment Notes, Agreements | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingMappingBoundariesChange | AlignmentStakeholdersTeam | Theory of ConstraintsSystems thinkingChange | AlignmentStakeholdersStrategyFacilitation |