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| Criterion |  Operations Accountability Ladder |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |  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 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 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 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 | Low | Medium | Low |
Timedifferent | 20-45 min | 60–90 min | 1-2 h | 45-90 min |
Participantsdifferent | 1-8 | 2-8 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ResponsibilityLeadershipTeam | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation | AlignmentStakeholdersTeam |