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| Criterion |  Systems Thinking Systems Mapping |  Facilitation 3-Circle Venn Diagram |  Systems Thinking Leverage Points |  Facilitation Stakeholder 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 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. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 15-45 min | Half day | 60–90 min |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Venn Diagram, Overlap Notes, Differentiators | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ComparisonFacilitationAlignment | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange |