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| Criterion |  Operations Learning Review |  Facilitation Expectation Mapping |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 30-60 min | 60-90 min |
Participantsdifferent | 3-10 | 3-12 | 2-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Learning Review Notes, System Factors, Improvement Actions | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class |
Tagsno overlap | LearningRetrospectiveIncidentOperations | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance |