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| Criterion |  Facilitation Expectation Mapping |  Business Strategy VRIO Framework |  Facilitation Alignment Mapping |  Facilitation Stakeholder 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | 90-180 min | 1-2 h | 60–90 min |
Participantsdifferent | 3-12 | 3-6 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | VRIO Table, Strategic Actions | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersTeam | StrategyDiagnosisBusiness modelCapability | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |