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| Criterion |  Facilitation Expectation Mapping |  Operations Standard Work Analysis |  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 the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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 | Medium | Medium |
Timedifferent | 45-90 min | 1-3 h | 60-90 min |
Participantsdifferent | 3-12 | 2-6 | 3-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersTeam | LeanProcessQuality | StakeholdersFacilitationAlignmentGovernance |
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