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| Criterion |  Facilitation Expectation Mapping |  Decision Making Assumption Surfacing |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 45-90 min | 90-180 min | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 4-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Assumption List, Critical Assumptions, Learning Plan | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersTeam | AssumptionsRiskDecisionDiscovery | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |