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| Criterion |  Facilitation Stakeholder Mapping |  Agile 4Ls Retrospective |  Decision Making OODA Loop |  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 | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Low | Low | Medium | Low |
Timedifferent | 60–90 min | 45–75 min | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 2-8 | Team members involved | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | 4Ls Board, Learning Themes, Improvement Actions | Situation Assessment, Decision Loop, Action Updates | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | RetrospectiveLearningReflectionTeam | DecisionChangeLearningStrategy | AlignmentStakeholdersTeam |