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| Criterion |  Facilitation Expectation Mapping |  Agile ROAM Board |  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. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 | Low | Medium | Low |
Timedifferent | 45-90 min | 20-40 min initial, dann laufend | 60-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-15 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | ROAM Board, Owner List | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder |
Tags1 shared | AlignmentStakeholdersTeam | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning |