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| Criterion |  Facilitation Lean Coffee |  Operations Change Analysis |  Facilitation Stakeholder Mapping |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
Purposedifferent | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-90 min | 45-120 min | 60–90 min | 15-45 min |
Participantsdifferent | 3-20 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Stakeholder Map, Engagement Plan, Risk Notes | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | FacilitationAutonomyDialogue | ChangeRoot causeTroubleshootingComparison | StakeholdersAlignmentFacilitationChange | ComparisonFacilitationAlignment |