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| Criterion |  Decision Making Decision Framing Workshop |  Team Design Team Topologies Interaction Modes |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | 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. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 60-120 min | Half day | 2-4 h |
Participantsdifferent | 4-10 | Team-Leads plus Architecture | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Decision Frame, Decision Question, Criteria List, Evidence Plan | Interaction Heat Map, Agreements per Pair | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | Decision framingAlignmentCriteriaOptions | TeamAlignmentCollaborationOrganization | OrganizationStrategyAlignmentChange |
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