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| Criterion |  Team Design Team API |  Agile 4Ls Retrospective |  Knowledge Modeling Feynman Technique |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Half day initial, dann laufend | 45–75 min | 20-60 min | 45-90 min |
Participantsdifferent | Ein Team plus Stakeholder | Team members involved | 1 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Team API Document | 4Ls Board, Learning Themes, Improvement Actions | Plain-language Explanation, Knowledge Gaps, Study Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | TeamAlignmentCommunicationService | RetrospectiveLearningReflectionTeam | LearningKnowledgeUnderstanding | AlignmentStakeholdersTeam |