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| Criterion |  Facilitation Stakeholder Mapping |  Agile 4Ls Retrospective |  Decision Making Force Field Analysis |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | 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 a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 60–90 min | 45–75 min | 45-90 min | 45-90 min |
Participantsdifferent | 2-8 | Team members involved | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | 4Ls Board, Learning Themes, Improvement Actions | Force Field Map, Change Levers, Risk Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | RetrospectiveLearningReflectionTeam | ChangeDecisionStrategy | AlignmentStakeholdersTeam |