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| Criterion |  Agile Working Agreements |  Facilitation Expectation Mapping |  Facilitation Team Charter |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When collaboration needs more than implicit expectations, it lays out shared ground rules openly. It creates reliability for conduct, availability, and decision paths. | 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 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 2-4 h | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Working Agreements, Team Norms, Review Cadence | Expectation Map, Alignment Notes, Agreements | Team Charter, Working Norms, Role Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | TeamCollaborationAgile | AlignmentStakeholdersTeam | TeamAlignmentCollaboration | StakeholdersFacilitationAlignmentPlanning |