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| Criterion |  Facilitation Team Charter |  Facilitation Expectation Mapping |  Product Strategy Lean Canvas |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | 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 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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | Medium | Low | Medium | Low |
Timedifferent | 2-4 h | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements | Lean Canvas, Core Assumptions, Experiment Backlog | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | TeamAlignmentCollaboration | AlignmentStakeholdersTeam | StartupLeanAssumptionsBusiness model | StakeholdersFacilitationAlignmentPlanning |