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| Criterion |  Facilitation Expectation Mapping |  Systems Thinking Polarity Mapping |  Facilitation 3-Circle Venn 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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | 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 | 1-2 h | 15-45 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Polarity Map, Warning Signs, Balance Actions | Venn Diagram, Overlap Notes, Differentiators | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentStakeholdersTeam | Systems thinkingTradeoffsLeadership | ComparisonFacilitationAlignment | StakeholdersFacilitationAlignmentPlanning |