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| Criterion |  Operations Change Analysis |  Team Design Team Topologies Interaction Modes |  Facilitation Stakeholder Mapping |  Facilitation Alignment 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 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 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-120 min | Half day | 60–90 min | 1-2 h |
Participantsdifferent | 2-6 | Team-Leads plus Architecture | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Interaction Heat Map, Agreements per Pair | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | TeamAlignmentCollaborationOrganization | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation |