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| Criterion |  Facilitation Expectation Mapping |  Facilitation Storytelling |  Team Design Team API |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | 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 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 45-120 min | Half day initial, dann laufend | 60-90 min |
Participantsdifferent | 3-12 | 1-6 | Ein Team plus Stakeholder | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Narrative Outline, Key Message, Story Arc | Team API Document | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersTeam | CommunicationNarrativeStakeholdersFacilitation | TeamAlignmentCommunicationService | StakeholdersFacilitationAlignmentGovernance |