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| Criterion |  Team Design Team API |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Storytelling |
|---|---|---|---|---|
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 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | Half day initial, dann laufend | 60–90 min | 60-90 min | 45-120 min |
Participantsdifferent | Ein Team plus Stakeholder | 2-8 | 3-6 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Team API Document | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class | Narrative Outline, Key Message, Story Arc |
Tagsno overlap | TeamAlignmentCommunicationService | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance | CommunicationNarrativeStakeholdersFacilitation |