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| Criterion |  Facilitation Alignment Mapping |  Business Strategy Value Chain Analysis |  Team Design Spotify Model Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When a team landscape has grown without clear grouping, it maps roles and relationships onto the Spotify model. It clarifies responsibility, interaction, and load between teams. The result is captured as a Spotify model map and action list. | 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 | Medium | High | Medium | Low |
Timedifferent | 1-2 h | Half day | 90-180 min | 30-60 min |
Participantsdifferent | 4-12 | 3-8 | 5-15 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Value Chain Map, Lever List | Spotify Model Map, Action List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | StrategyBusiness modelDiagnosisAnalysis | TeamOrganizationAlignmentDiagnosis | StakeholdersFacilitationAlignmentPlanning |