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| Criterion |  Facilitation Expectation Mapping |  Innovation Lean Startup |  Product Discovery Pretotyping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | Stunden bis wenige Tage | 1-2 h |
Participantsdifferent | 3-12 | 2-8 | 1-4 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | AlignmentStakeholdersTeam | LeanStartupValidationMVP | ValidationDemandMVP | AlignmentStakeholdersStrategyFacilitation |