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| Criterion |  Team Design Team API |  Facilitation Stakeholder Salience Model |  Delivery Communication Plan |  Facilitation Stakeholder 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. | 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 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Half day initial, dann laufend | 60-90 min | 45-90 min | 60–90 min |
Participantsdifferent | Ein Team plus Stakeholder | 3-6 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Team API Document | Salience Diagram, Strategy per Class | Communication Plan, Channel Matrix, Message Cadence | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | TeamAlignmentCommunicationService | StakeholdersFacilitationAlignmentGovernance | CommunicationStakeholdersDeliveryPlanning | StakeholdersAlignmentFacilitationChange |