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| Criterion |  Operations Visual Management |  Systems Thinking Future Reality Tree |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | 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 | Low | High | Medium | Low |
Timedifferent | Ongoing | 2-4 h | 1-2 h | 60–90 min |
Participantsdifferent | 1-20 | 3-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | SignalsOperationsVisual management | Theory of ConstraintsSystems thinkingChange | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |