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| Criterion |  Systems Thinking Future Reality Tree |  Facilitation Team Charter |  Facilitation Alignment Mapping |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 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 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 2-4 h | 2-4 h | 1-2 h | 45-90 min |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Team Charter, Working Norms, Role Notes | Alignment Map, Open Issues, Decision Questions | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | TeamAlignmentCollaboration | AlignmentStakeholdersStrategyFacilitation | AlignmentStakeholdersTeam |