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| Criterion |  Facilitation Expectation Mapping |  Operations Kaizen Event |  Operations Gemba Walk |  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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Low |
Timedifferent | 45-90 min | 0.5-5 Tage | 30-120 min | 30-60 min |
Participantsdifferent | 3-12 | 4-10 | 2-6 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentStakeholdersTeam | LeanContinuous improvementOperations | LeanObservationProcessOperations | StakeholdersFacilitationAlignmentPlanning |