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| Criterion |  Facilitation Expectation Mapping |  Systems Thinking Causal Loop Diagram |  Facilitation Power Interest Grid |
|---|---|---|---|
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 Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 45-90 min | 1-3 h | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Causal Loop Diagram, Feedback Notes, Leverage Points | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentStakeholdersTeam | FeedbackSystems thinkingCausalityDynamics | StakeholdersFacilitationAlignmentPlanning |
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