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| Criterion |  Facilitation Team Charter |  Operations Gemba Walk |  Facilitation Alignment Mapping |  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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | Low | Medium | Low |
Timedifferent | 2-4 h | 30-120 min | 1-2 h | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Observation Notes, Improvement Ideas | Alignment Map, Open Issues, Decision Questions | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | TeamAlignmentCollaboration | LeanObservationProcessOperations | AlignmentStakeholdersStrategyFacilitation | AlignmentStakeholdersTeam |