View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Facilitation Team Charter |  Operations A3 Problem Solving |  Facilitation Stakeholder Salience Model |  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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | Medium | Low |
Timedifferent | 2-4 h | 45-90 min | 60-90 min | 45-90 min |
Participantsdifferent | 3-12 | 2-5 | 3-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | A3 Report, Action Plan, Root Cause Analysis | Salience Diagram, Strategy per Class | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | TeamAlignmentCollaboration | LeanProblem solvingCoachingOperations | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersTeam |