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| Criterion |  Facilitation Team Charter |  Systems Thinking Future Reality Tree |  Systems Thinking Evaporating Cloud |  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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | 60-120 min | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | TeamAlignmentCollaboration | Theory of ConstraintsSystems thinkingChange | Theory of ConstraintsAssumptionsSystems thinking | AlignmentStakeholdersTeam |