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| Criterion |  Facilitation Expectation Mapping |  Facilitation Team Charter |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | 2-4 h | 60-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-6 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Team Charter, Working Norms, Role Notes | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder |
Tags1 shared | AlignmentStakeholdersTeam | TeamAlignmentCollaboration | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning |