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| Criterion |  Business Strategy Strategy Map |  Facilitation Expectation Mapping |  Team Design Team Topologies Interaction Modes |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 2-4 h workshop plus review | 45-90 min | Half day | 1-2 h |
Participantsdifferent | 4-10 | 3-12 | Team-Leads plus Architecture | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Expectation Map, Alignment Notes, Agreements | Interaction Heat Map, Agreements per Pair | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | AlignmentExecutionGoalsCausality | AlignmentStakeholdersTeam | TeamAlignmentCollaborationOrganization | AlignmentStakeholdersStrategyFacilitation |