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Selected:Alignment MappingStakeholder Salience ModelTeam Topologies Interaction ModesExpectation Mapping
| Criterion |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |  Team Design Team Topologies Interaction Modes |  Facilitation Expectation 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 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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 60-90 min | Half day | 45-90 min |
Participantsdifferent | 4-12 | 3-6 | Team-Leads plus Architecture | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class | Interaction Heat Map, Agreements per Pair | Expectation Map, Alignment Notes, Agreements |
Tags1 shared | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance | TeamAlignmentCollaborationOrganization | AlignmentStakeholdersTeam |