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| Criterion |  Knowledge Modeling Concept Mapping |  Facilitation Expectation Mapping |  Business Strategy McKinsey 7S |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 45-90 min | 2-4 h | Half day |
Participantsdifferent | 1-8 | 3-12 | 3-12 | Team-Leads plus Architecture |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Expectation Map, Alignment Notes, Agreements | 7S Assessment, Alignment Gaps, Change Actions | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | AlignmentStakeholdersTeam | OrganizationStrategyAlignmentChange | TeamAlignmentCollaborationOrganization |