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| Criterion |  Systems Thinking Wardley Mapping |  Facilitation Stakeholder Mapping |  Systems Thinking Leverage Points |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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. | 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 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 | Low | High | Medium |
Timedifferent | 1-3 h | 60–90 min | Half day | 60-90 min |
Participantsdifferent | 2-10 | 2-8 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | Stakeholder Map, Engagement Plan, Risk Notes | Leverage Map, Action Strategy | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategySystems thinkingDynamics | StakeholdersAlignmentFacilitationChange | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentGovernance |