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| Criterion |  Decision Making Argument Mapping |  Team Design Team Topologies Interaction Modes |  Decision Making Decision Rights Mapping |  Facilitation Team Charter |
|---|---|---|---|---|
Purposedifferent | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | Half day | 90-180 min | 2-4 h |
Participantsdifferent | 1-8 | Team-Leads plus Architecture | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Interaction Heat Map, Agreements per Pair | Decision Rights Matrix, Agreement | Team Charter, Working Norms, Role Notes |
Tagsno overlap | SensemakingDecisionRationale | TeamAlignmentCollaborationOrganization | DecisionGovernanceAlignmentResponsibility | TeamAlignmentCollaboration |