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| Criterion |  Operations Process Mapping |  Facilitation Team Charter |  Team Design Team Cognitive Load Assessment |  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 a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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 | Medium | Low |
Timedifferent | 1-3 h | 2-4 h | 60-90 min | 45-90 min |
Participantsdifferent | 3-10 | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Team Charter, Working Norms, Role Notes | Cognitive Load Profile, Action List | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ProcessOperationsImprovement | TeamAlignmentCollaboration | TeamComplexityImprovementDiagnosis | AlignmentStakeholdersTeam |