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| Criterion |  Facilitation Expectation Mapping |  Facilitation Stakeholder Mapping |  Operations Weekly Review |  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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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 | 60–90 min | 30-60 min | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 1 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Stakeholder Map, Engagement Plan, Risk Notes | Updated Task System, Weekly Focus, Next Actions | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersTeam | StakeholdersAlignmentFacilitationChange | ProductivityExecutionPlanning | StakeholdersFacilitationAlignmentGovernance |