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| Criterion |  Team Design Team API |  Facilitation Team Charter |  Delivery Communication Plan |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Half day initial, dann laufend | 2-4 h | 45-90 min | 30-60 min |
Participantsdifferent | Ein Team plus Stakeholder | 3-12 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Team API Document | Team Charter, Working Norms, Role Notes | Communication Plan, Channel Matrix, Message Cadence | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | TeamAlignmentCommunicationService | TeamAlignmentCollaboration | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentPlanning |