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| Criterion |  Operations Visual Management |  Facilitation Team Charter |  Facilitation Expectation Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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 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 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 2-4 h | 45-90 min | 30-60 min |
Participantsdifferent | 1-20 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | SignalsOperationsVisual management | TeamAlignmentCollaboration | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning |