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| Criterion |  Facilitation Delegation Poker |  Facilitation Expectation Mapping |  Knowledge Modeling Concept Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 1-2 h | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Expectation Map, Alignment Notes, Agreements | Concept Map, Relationship Labels, Knowledge Gaps | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AutonomyRolesTeam | AlignmentStakeholdersTeam | KnowledgeConceptsMappingSensemaking | StakeholdersFacilitationAlignmentPlanning |