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| Criterion |  Facilitation Expectation Mapping |  Innovation Lean Startup |  Facilitation Stakeholder Salience Model |  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. | 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. | 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 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 | Medium | Medium | Low |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | 60-90 min | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentStakeholdersTeam | LeanStartupValidationMVP | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning |