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| Criterion |  Team Design Team API |  Operations Ivy Lee Method |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Half day initial, dann laufend | 5-10 min daily | 60–90 min | 30-60 min |
Participantsdifferent | Ein Team plus Stakeholder | 1 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Team API Document | Daily Priority List, Completion Notes | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | TeamAlignmentCommunicationService | PrioritizationProductivityExecution | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |