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| Criterion |  Team Design Team API |  Systems Thinking Leverage Points |  Facilitation Power Interest Grid |  Delivery Communication Plan |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | Half day initial, dann laufend | Half day | 30-60 min | 45-90 min |
Participantsdifferent | Ein Team plus Stakeholder | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Team API Document | Leverage Map, Action Strategy | Power Interest Grid, Strategy per Stakeholder | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | TeamAlignmentCommunicationService | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentPlanning | CommunicationStakeholdersDeliveryPlanning |