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| Criterion |  Facilitation Expectation Mapping |  Facilitation Team Charter |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 2-4 h | 60-90 min | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 3-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Team Charter, Working Norms, Role Notes | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | AlignmentStakeholdersTeam | TeamAlignmentCollaboration | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |