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| Criterion |  Delivery Communication Plan |  Agile Start Stop Continue |  Facilitation Power Interest Grid |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Communication Plan, Channel Matrix, Message Cadence | Start Stop Continue Board, Improvement Actions | Power Interest Grid, Strategy per Stakeholder | Emotion Board, Themes, Action Items |
Tagsno overlap | CommunicationStakeholdersDeliveryPlanning | RetrospectiveImprovementTeamReflection | StakeholdersFacilitationAlignmentPlanning | RetrospectiveTeamReflection |