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| Criterion |  Agile ROAM Board |  Facilitation Alignment Mapping |  Decision Making Red Teaming |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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 | Low | Medium | High | Low |
Timedifferent | 20-40 min initial, dann laufend | 1-2 h | 1-4 h | 30-60 min |
Participantsdifferent | 3-15 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | ROAM Board, Owner List | Alignment Map, Open Issues, Decision Questions | Challenge Findings, Risk Register, Mitigation Plan | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskAgileTrackingAlignment | AlignmentStakeholdersStrategyFacilitation | RiskDecisionSensemaking | StakeholdersFacilitationAlignmentPlanning |