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| Criterion |  Facilitation Expectation Mapping |  Team Design Team Topologies Interaction Modes |  Operations Accountability Ladder |  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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 | Low | Medium |
Timedifferent | 45-90 min | Half day | 20-45 min | 1-2 h |
Participantsdifferent | 3-12 | Team-Leads plus Architecture | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Interaction Heat Map, Agreements per Pair | Ownership Reflection, Action Commitment, Coaching Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | AlignmentStakeholdersTeam | TeamAlignmentCollaborationOrganization | ResponsibilityLeadershipTeam | AlignmentStakeholdersStrategyFacilitation |