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| Criterion |  Facilitation Team Charter |  Decision Making OODA Loop |  Facilitation Expectation Mapping |  Facilitation Stakeholder 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h | 15-60 min je Zyklus | 45-90 min | 60–90 min |
Participantsdifferent | 3-12 | 1-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Team Charter, Working Norms, Role Notes | Situation Assessment, Decision Loop, Action Updates | Expectation Map, Alignment Notes, Agreements | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | TeamAlignmentCollaboration | DecisionChangeLearningStrategy | AlignmentStakeholdersTeam | StakeholdersAlignmentFacilitationChange |