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| Criterion |  Facilitation Team Charter |  Systems Thinking Future Reality Tree |  Systems Thinking CATWOE Analysis |  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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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 | High | Medium | Low |
Timedifferent | 2-4 h | 2-4 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | TeamAlignmentCollaboration | Theory of ConstraintsSystems thinkingChange | Systems thinkingFramingStakeholders | AlignmentStakeholdersTeam |