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| Criterion |  Facilitation Expectation Mapping |  Decision Making Assumption Surfacing |  Facilitation Problem Framing Workshop |  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. | 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. | When a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 60-120 min | 60–90 min |
Participantsdifferent | 3-12 | 2-8 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Assumption List, Critical Assumptions, Learning Plan | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersTeam | AssumptionsRiskDecisionDiscovery | FacilitationAlignmentDiscovery | StakeholdersAlignmentFacilitationChange |