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| Criterion |  Facilitation Delegation Poker |  Delivery RAID Log |  Facilitation Stakeholder Salience Model |  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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 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 | Low | Medium | Low |
Timedifferent | 45-90 min | 30 min Setup, dann laufend | 60-90 min | 45-90 min |
Participantsdifferent | 3-10 | 1-3 maintaining, briefing for everyone | 3-6 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | RAID Log, Status Report Source | Salience Diagram, Strategy per Class | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | AutonomyRolesTeam | RiskTrackingStakeholdersGovernance | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersTeam |