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| Criterion |  Facilitation Team Charter |  Systems Thinking Future Reality Tree |  Facilitation Expectation Mapping |  Systems Thinking CATWOE Analysis |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 2-4 h | 2-4 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Team Charter, Working Norms, Role Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expectation Map, Alignment Notes, Agreements | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | TeamAlignmentCollaboration | Theory of ConstraintsSystems thinkingChange | AlignmentStakeholdersTeam | Systems thinkingFramingStakeholders |