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| Criterion |  Team Design Team API |  Facilitation Expectation Mapping |  Product Discovery Smoke Test |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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 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 demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | Half day initial, dann laufend | 45-90 min | 1-5 Tage | 1-5 Tage |
Participantsdifferent | Ein Team plus Stakeholder | 3-12 | Nutzertraffic | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | Team API Document | Expectation Map, Alignment Notes, Agreements | Interest Metrics, Conversion Signal, Learning Note | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | TeamAlignmentCommunicationService | AlignmentStakeholdersTeam | ValidationExperimentsDemandGrowth | ValidationExperimentsDemandDiscovery |