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| Criterion |  Systems Thinking Evaporating Cloud |  Systems Thinking Leverage Points |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 60-120 min | Half day | Half day | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | Team-Leads plus Architecture | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Leverage Map, Action Strategy | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingChangeStrategy | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration |