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| Criterion |  Operations A3 Problem Solving |  Facilitation Expectation Mapping |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 60–90 min | 30-60 min |
Participantsdifferent | 2-5 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Expectation Map, Alignment Notes, Agreements | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | LeanProblem solvingCoachingOperations | AlignmentStakeholdersTeam | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |