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| Criterion |  Team Design Team API |  Business Strategy Strategy Map |  Facilitation Stakeholder Salience Model |  Facilitation Expectation 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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | Half day initial, dann laufend | 2-4 h workshop plus review | 60-90 min | 45-90 min |
Participantsdifferent | Ein Team plus Stakeholder | 4-10 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Team API Document | Strategy Map, Objective Set, Cause-Effect Hypotheses | Salience Diagram, Strategy per Class | Expectation Map, Alignment Notes, Agreements |
Tags1 shared | TeamAlignmentCommunicationService | AlignmentExecutionGoalsCausality | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersTeam |