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| Criterion |  Facilitation Team Charter |  Operations A3 Problem Solving |  Facilitation Power Interest Grid |  Facilitation Alignment 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Medium | Low | Medium |
Timedifferent | 2-4 h | 45-90 min | 30-60 min | 1-2 h |
Participantsdifferent | 3-12 | 2-5 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | A3 Report, Action Plan, Root Cause Analysis | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | TeamAlignmentCollaboration | LeanProblem solvingCoachingOperations | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |