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| Criterion |  Business Strategy Strategy Map |  Facilitation Problem Framing Workshop |  Decision Making Assumption Surfacing |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | When a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 60-120 min | 45-90 min | 1-2 h |
Participantsdifferent | 4-10 | 4-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | Assumption List, Critical Assumptions, Learning Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | AlignmentExecutionGoalsCausality | FacilitationAlignmentDiscovery | AssumptionsRiskDecisionDiscovery | AlignmentStakeholdersStrategyFacilitation |