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| Criterion |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |  Agile 4Ls Retrospective |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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 a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 30-60 min | 45–75 min | 60–90 min |
Participantsdifferent | 4-12 | 2-8 | Team members involved | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder | 4Ls Board, Learning Themes, Improvement Actions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning | RetrospectiveLearningReflectionTeam | StakeholdersAlignmentFacilitationChange |