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| Criterion |  Facilitation Delegation Poker |  Team Design Team Cognitive Load Assessment |  Team Design Spotify Model Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | When a team landscape has grown without clear grouping, it maps roles and relationships onto the Spotify model. It clarifies responsibility, interaction, and load between teams. The result is captured as a Spotify model map and action list. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 60-90 min | 90-180 min | 2-4 h |
Participantsdifferent | 3-10 | 3-12 | 5-15 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Cognitive Load Profile, Action List | Spotify Model Map, Action List | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AutonomyRolesTeam | TeamComplexityImprovementDiagnosis | TeamOrganizationAlignmentDiagnosis | OrganizationStrategyAlignmentChange |