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| Criterion |  Systems Thinking Systems Mapping |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |  Systems Thinking CATWOE Analysis |
|---|---|---|---|---|
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 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 60–90 min | 60-90 min | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | Systems thinkingMappingBoundariesChange | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance | Systems thinkingFramingStakeholders |