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| Criterion |  Team Design Team Cognitive Load Assessment |  Operations PDCA Cycle |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 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 | Medium | Low | Medium | Low |
Timedifferent | 60-90 min | 1 h bis mehrere Wochen | 1-2 h | 60–90 min |
Participantsdifferent | 3-12 | 1-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Cognitive Load Profile, Action List | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | TeamComplexityImprovementDiagnosis | Continuous improvementLeanExperiments | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |