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| Criterion |  Facilitation Expectation Mapping |  Operations After-Action Review |  Facilitation Power Interest Grid |
|---|---|---|---|
Purposedifferent | 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. | 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 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. |
Complexitysame | Low | Low | Low |
Timedifferent | 45-90 min | 20-45 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Lessons learned, Action items, Event summary | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentStakeholdersTeam | LearningOperationsImprovement | StakeholdersFacilitationAlignmentPlanning |
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