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| Criterion |  Operations A3 Problem Solving |  Facilitation Team Charter |  Facilitation Stakeholder Mapping |  Facilitation Expectation Mapping |
|---|---|---|---|---|
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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 2-4 h | 60–90 min | 45-90 min |
Participantsdifferent | 2-5 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Team Charter, Working Norms, Role Notes | Stakeholder Map, Engagement Plan, Risk Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | LeanProblem solvingCoachingOperations | TeamAlignmentCollaboration | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersTeam |