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| Criterion |  Facilitation Delegation Poker |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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 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. | 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 | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 1-2 h | 60–90 min | 45-90 min |
Participantsdifferent | 3-10 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | AutonomyRolesTeam | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersTeam |