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| Criterion |  Systems Thinking CATWOE Analysis |  Facilitation Team Charter |  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. | 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 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 | Medium | Low | Low |
Timedifferent | 45-90 min | 2-4 h | 45-90 min | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Systems thinkingFramingStakeholders | TeamAlignmentCollaboration | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning |