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| Criterion |  Facilitation Expectation Mapping |  Facilitation Power Interest Grid |  Operations 5 Whys |  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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | Low | Low | Medium |
Timedifferent | 45-90 min | 30-60 min | 15-30 min | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 2-6 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder | Root cause notes, Countermeasures | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning | Root causeIncidentLeanProblem solving | StakeholdersFacilitationAlignmentGovernance |