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| Criterion |  Team Design Team Cognitive Load Assessment |  Operations PDCA Cycle |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 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. | 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 | Low | Low |
Timedifferent | 60-90 min | 1 h bis mehrere Wochen | 60–90 min | 30-60 min |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | TeamComplexityImprovementDiagnosis | Continuous improvementLeanExperiments | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |