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| Criterion |  Facilitation Expectation Mapping |  Facilitation Team Charter |  Innovation Reverse Brainstorming |  Innovation Design Charrette |
|---|---|---|---|---|
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 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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 2-4 h | 30-60 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Team Charter, Working Norms, Role Notes | Reverse Ideas, Risk Themes, Solution Ideas | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | AlignmentStakeholdersTeam | TeamAlignmentCollaboration | BrainstormingIdeationCreativityRisk | BrainstormingWorkshopCollaborationIdeation |