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| Criterion |  Operations Change Analysis |  Team Design Team Topologies Interaction Modes |  Facilitation Alignment Mapping |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-120 min | Half day | 1-2 h | 45-90 min |
Participantsdifferent | 2-6 | Team-Leads plus Architecture | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Interaction Heat Map, Agreements per Pair | Alignment Map, Open Issues, Decision Questions | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | TeamAlignmentCollaborationOrganization | AlignmentStakeholdersStrategyFacilitation | AlignmentStakeholdersTeam |