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| Criterion |  Facilitation Team Charter |  Systems Thinking Intervention Mapping |  Facilitation Stakeholder 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | 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 | Low | Low |
Timedifferent | 2-4 h | 1-5 Tage | 60–90 min | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Stakeholder Map, Engagement Plan, Risk Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | TeamAlignmentCollaboration | ChangeSystems thinkingCapability | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersTeam |