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| Criterion |  Facilitation Expectation Mapping |  Systems Thinking Behavior Over Time Graph |  Facilitation Stakeholder 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. | A Behavior Over Time Graph shows how a metric or observation develops over time. The method makes trends, breaks, and recurring patterns visible that get lost in snapshots. | 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. | 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 | Low | Medium |
Timedifferent | 45-90 min | 20-45 min | 60–90 min | 60-90 min |
Participantsdifferent | 3-12 | 1-10 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Behavior Over Time Graph, Trend Hypotheses, Key Events | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersTeam | Systems thinkingPatternsDynamics | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |