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| Criterion |  Facilitation Expectation Mapping |  Facilitation Stakeholder Salience Model |  Operations Weekly Review |
|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 45-90 min | 60-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-6 | 1 |
Formatdifferent | Workshop | Workshop | Async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Salience Diagram, Strategy per Class | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentGovernance | ProductivityExecutionPlanning |
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