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| Criterion |  Innovation Double Diamond |  Facilitation Expectation Mapping |  Team Design Spotify Model Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | 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 | Low | Medium | Low |
Timedifferent | Wochen bis Monate | 45-90 min | 90-180 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 5-15 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Expectation Map, Alignment Notes, Agreements | Spotify Model Map, Action List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ProcessDivergenceInnovation | AlignmentStakeholdersTeam | TeamOrganizationAlignmentDiagnosis | StakeholdersFacilitationAlignmentPlanning |