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| Criterion |  Facilitation Team Charter |  Facilitation Expectation Mapping |  Decision Making Force Field Analysis |  Facilitation Stakeholder 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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 2-4 h | 45-90 min | 45-90 min | 60–90 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements | Force Field Map, Change Levers, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | TeamAlignmentCollaboration | AlignmentStakeholdersTeam | ChangeDecisionStrategy | StakeholdersAlignmentFacilitationChange |