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| Criterion |  Innovation Double Diamond |  Team Design Team API |  Facilitation Expectation 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 expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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 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 | Low | Low |
Timedifferent | Wochen bis Monate | Half day initial, dann laufend | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | Ein Team plus Stakeholder | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Team API Document | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ProcessDivergenceInnovation | TeamAlignmentCommunicationService | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning |