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| Criterion |  Operations Accountability Ladder |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 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. | 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 | Low | Medium | Medium | Low |
Timedifferent | 20-45 min | 1-2 h | 60-90 min | 45-90 min |
Participantsdifferent | 1-8 | 4-12 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ResponsibilityLeadershipTeam | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersTeam |