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| Criterion |  Facilitation Expectation Mapping |  Delivery Communication Plan |  Team Design Team Topologies Interaction Modes |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | 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 people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 | Half day | 30-60 min |
Participantsdifferent | 3-12 | 2-6 | Team-Leads plus Architecture | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Communication Plan, Channel Matrix, Message Cadence | Interaction Heat Map, Agreements per Pair | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentStakeholdersTeam | CommunicationStakeholdersDeliveryPlanning | TeamAlignmentCollaborationOrganization | StakeholdersFacilitationAlignmentPlanning |