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| Criterion |  Facilitation Power Interest Grid |  Agile Sailboat Retrospective |  Facilitation Alignment Mapping |  Agile Starfish Retrospective |
|---|---|---|---|---|
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 team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 45-90 min | 1-2 h | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 4-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Sailboat Board, Risks, Improvement Actions | Alignment Map, Open Issues, Decision Questions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | RetrospectiveTeamImprovement | AlignmentStakeholdersStrategyFacilitation | RetrospectiveImprovementExperimentsTeam |