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| Criterion |  Operations Accountability Ladder |  Systems Thinking Intervention Mapping |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 20-45 min | 1-5 Tage | Half day | 2-4 h |
Participantsdifferent | 1-8 | 4-12 | Team-Leads plus Architecture | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | ChangeSystems thinkingCapability | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration |