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| Criterion |  Team Design Team API |  Facilitation Power Interest Grid |  Operations Getting Things Done |  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. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | Low | Medium | Low |
Timedifferent | Half day initial, dann laufend | 30-60 min | 1-2 h Setup, laufend | 45-90 min |
Participantsdifferent | Ein Team plus Stakeholder | 2-8 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Team API Document | Power Interest Grid, Strategy per Stakeholder | Action Lists, Project List, Review Routine | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | TeamAlignmentCommunicationService | StakeholdersFacilitationAlignmentPlanning | ProductivityPlanningTasksExecution | CommunicationStakeholdersDeliveryPlanning |