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| Criterion |  Facilitation Team Charter |  Agile Ideal Days |  Facilitation Alignment Mapping |  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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | 15-60 min | 1-2 h | 30-60 min |
Participantsdifferent | 3-12 | 2-9 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | TeamAlignmentCollaboration | EstimationEffortAgile | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |