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| Criterion |  Operations Accountability Ladder |  Team Design Team API |  Knowledge Modeling Feynman Technique |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | Half day initial, dann laufend | 20-60 min | 45-90 min |
Participantsdifferent | 1-8 | Ein Team plus Stakeholder | 1 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Team API Document | Plain-language Explanation, Knowledge Gaps, Study Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ResponsibilityLeadershipTeam | TeamAlignmentCommunicationService | LearningKnowledgeUnderstanding | AlignmentStakeholdersTeam |