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| Criterion |  Team Design Spotify Model Mapping |  Facilitation Expectation Mapping |  Systems Thinking Future Reality Tree |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When a team landscape has grown without clear grouping, it maps roles and relationships onto the Spotify model. It clarifies responsibility, interaction, and load between teams. The result is captured as a Spotify model map and action list. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 90-180 min | 45-90 min | 2-4 h | 60–90 min |
Participantsdifferent | 5-15 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Spotify Model Map, Action List | Expectation Map, Alignment Notes, Agreements | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | TeamOrganizationAlignmentDiagnosis | AlignmentStakeholdersTeam | Theory of ConstraintsSystems thinkingChange | StakeholdersAlignmentFacilitationChange |