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| Criterion |  Operations Process Mapping |  Facilitation Expectation Mapping |  Facilitation Team Charter |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 2-4 h | 1-2 h |
Participantsdifferent | 3-10 | 3-12 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Expectation Map, Alignment Notes, Agreements | Team Charter, Working Norms, Role Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ProcessOperationsImprovement | AlignmentStakeholdersTeam | TeamAlignmentCollaboration | AlignmentStakeholdersStrategyFacilitation |