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| Criterion |  Product Strategy Lean Canvas |  Facilitation Team Charter |  Innovation Lean Startup |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | 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 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 2-4 h | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 1-6 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Team Charter, Working Norms, Role Notes | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | StartupLeanAssumptionsBusiness model | TeamAlignmentCollaboration | LeanStartupValidationMVP | AlignmentStakeholdersTeam |