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| Criterion |  Systems Thinking CATWOE Analysis |  Operations After-Action Review |  Facilitation Expectation Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 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 | 20-45 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Lessons learned, Action items, Event summary | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Systems thinkingFramingStakeholders | LearningOperationsImprovement | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning |