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| Criterion |  Facilitation Team Charter |  Facilitation Power Interest Grid |  Facilitation Expectation Mapping |  Facilitation Alignment 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 2-4 h | 30-60 min | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Power Interest Grid, Strategy per Stakeholder | Expectation Map, Alignment Notes, Agreements | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | TeamAlignmentCollaboration | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersTeam | AlignmentStakeholdersStrategyFacilitation |