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| Criterion |  Agile Working Agreements |  Facilitation Stakeholder Salience Model |  Facilitation Expectation Mapping |  Facilitation Team Charter |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based 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 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 60-90 min | 45-90 min | 2-4 h |
Participantsdifferent | 3-12 | 3-6 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Working Agreements, Team Norms, Review Cadence | Salience Diagram, Strategy per Class | Expectation Map, Alignment Notes, Agreements | Team Charter, Working Norms, Role Notes |
Tagsno overlap | TeamCollaborationAgile | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersTeam | TeamAlignmentCollaboration |