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| Criterion |  Team Design Team API |  Knowledge Modeling Feynman Technique |  Facilitation Team Charter |  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. | 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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | Half day initial, dann laufend | 20-60 min | 2-4 h | 45-90 min |
Participantsdifferent | Ein Team plus Stakeholder | 1 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Team API Document | Plain-language Explanation, Knowledge Gaps, Study Notes | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | TeamAlignmentCommunicationService | LearningKnowledgeUnderstanding | TeamAlignmentCollaboration | AlignmentStakeholdersTeam |