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| Criterion |  Agile Starfish Retrospective |  Facilitation Alignment Mapping |  Facilitation Expectation Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-2 h | 45-90 min | 60-90 min |
Participantsdifferent | 4-12 | 4-12 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Alignment Map, Open Issues, Decision Questions | Expectation Map, Alignment Notes, Agreements | Salience Diagram, Strategy per Class |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | AlignmentStakeholdersStrategyFacilitation | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentGovernance |