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| Criterion |  Facilitation Power Interest Grid |  Agile 4Ls Retrospective |  Facilitation Expectation Mapping |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | 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 a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | 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's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 45–75 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-8 | Team members involved | 3-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | 4Ls Board, Learning Themes, Improvement Actions | Expectation Map, Alignment Notes, Agreements | Emotion Board, Themes, Action Items |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | RetrospectiveLearningReflectionTeam | AlignmentStakeholdersTeam | RetrospectiveTeamReflection |