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| Criterion |  Facilitation Expectation Mapping |  Delivery RAID Log |  Facilitation Team Charter |  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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 | Medium | Medium |
Timedifferent | 45-90 min | 30 min Setup, dann laufend | 2-4 h | 60-90 min |
Participantsdifferent | 3-12 | 1-3 maintaining, briefing for everyone | 3-12 | 3-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | RAID Log, Status Report Source | Team Charter, Working Norms, Role Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersTeam | RiskTrackingStakeholdersGovernance | TeamAlignmentCollaboration | StakeholdersFacilitationAlignmentGovernance |