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| Criterion |  Facilitation Expectation Mapping |  Facilitation Team Charter |  Facilitation Power Interest Grid |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 2-4 h | 30-60 min | Half day |
Participantsdifferent | 3-12 | 3-12 | 2-8 | Team-Leads plus Architecture |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Team Charter, Working Norms, Role Notes | Power Interest Grid, Strategy per Stakeholder | Interaction Heat Map, Agreements per Pair |
Tags1 shared | AlignmentStakeholdersTeam | TeamAlignmentCollaboration | StakeholdersFacilitationAlignmentPlanning | TeamAlignmentCollaborationOrganization |