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| Criterion |  Operations Eat the Frog |  Facilitation Expectation Mapping |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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 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 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 15-90 min daily | 45-90 min | 1-2 h | 60–90 min |
Participantsdifferent | 1 | 3-12 | 4-12 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Priority Task, Completion Note, Daily Focus | Expectation Map, Alignment Notes, Agreements | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | PrioritizationProductivityFocusExecution | AlignmentStakeholdersTeam | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |