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| Criterion |  Facilitation Expectation Mapping |  Facilitation Alignment Mapping |  Decision Making Trade-off Analysis |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-2 h | 45-120 min | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Alignment Map, Open Issues, Decision Questions | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | AlignmentStakeholdersTeam | AlignmentStakeholdersStrategyFacilitation | TradeoffsDecisionCriteriaOptions | FacilitationOptionsDecision |