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| Criterion |  Operations Process Mapping |  Facilitation Team Charter |  Facilitation Power Interest Grid |  Facilitation Expectation 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 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 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 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 | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 2-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-10 | 3-12 | 2-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Team Charter, Working Norms, Role Notes | Power Interest Grid, Strategy per Stakeholder | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ProcessOperationsImprovement | TeamAlignmentCollaboration | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersTeam |