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| Criterion |  Innovation Lean Startup |  Facilitation Expectation Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|
Purposedifferent | 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. | 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 | Medium | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-90 min | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | LeanStartupValidationMVP | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning |
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