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| Criterion |  Facilitation Expectation Mapping |  Team Design Team API |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder 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. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | Half day initial, dann laufend | 60-90 min | 60–90 min |
Participantsdifferent | 3-12 | Ein Team plus Stakeholder | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Team API Document | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tags1 shared | AlignmentStakeholdersTeam | TeamAlignmentCommunicationService | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |