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| Criterion |  Facilitation Expectation Mapping |  Delivery RAID Log |  Operations Accountability Ladder |  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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 min Setup, dann laufend | 20-45 min | 60-90 min |
Participantsdifferent | 3-12 | 1-3 maintaining, briefing for everyone | 1-8 | 3-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | RAID Log, Status Report Source | Ownership Reflection, Action Commitment, Coaching Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersTeam | RiskTrackingStakeholdersGovernance | ResponsibilityLeadershipTeam | StakeholdersFacilitationAlignmentGovernance |