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| Criterion |  Facilitation Team Charter |  Operations A3 Problem Solving |  Operations After-Action Review |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | 2-4 h | 45-90 min | 20-45 min | 45-90 min |
Participantsdifferent | 3-12 | 2-5 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | TeamAlignmentCollaboration | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | AlignmentStakeholdersTeam |