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| Criterion |  Facilitation Expectation Mapping |  Operations PDCA Cycle |  Team Design Team Topologies Interaction Modes |  Operations Kaizen Event |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 1 h bis mehrere Wochen | Half day | 0.5-5 Tage |
Participantsdifferent | 3-12 | 1-8 | Team-Leads plus Architecture | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Interaction Heat Map, Agreements per Pair | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | AlignmentStakeholdersTeam | Continuous improvementLeanExperiments | TeamAlignmentCollaborationOrganization | LeanContinuous improvementOperations |