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| Criterion |  Facilitation Expectation Mapping |  Facilitation Alignment Mapping |  Operations 8D Problem Solving |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 | Medium | High | Low |
Timedifferent | 45-90 min | 1-2 h | 1-6 Wochen | 60–90 min |
Participantsdifferent | 3-12 | 4-12 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Alignment Map, Open Issues, Decision Questions | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersTeam | AlignmentStakeholdersStrategyFacilitation | QualityProblem solvingRoot cause | StakeholdersAlignmentFacilitationChange |