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| Criterion |  Facilitation Expectation Mapping |  Operations Kaizen Event |  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. | 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 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 0.5-5 Tage | 60–90 min | 60-90 min |
Participantsdifferent | 3-12 | 4-10 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersTeam | LeanContinuous improvementOperations | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |