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| Criterion |  Facilitation Expectation Mapping |  Decision Making Decision Rights Mapping |  Facilitation Team Charter |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
Purposedifferent | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 90-180 min | 2-4 h | Half day |
Participantsdifferent | 3-12 | 4-12 | 3-12 | Team-Leads plus Architecture |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Decision Rights Matrix, Agreement | Team Charter, Working Norms, Role Notes | Interaction Heat Map, Agreements per Pair |
Tags1 shared | AlignmentStakeholdersTeam | DecisionGovernanceAlignmentResponsibility | TeamAlignmentCollaboration | TeamAlignmentCollaborationOrganization |