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| Criterion |  Facilitation Expectation Mapping |  Operations PDCA Cycle |  Business Strategy McKinsey 7S |  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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 1 h bis mehrere Wochen | 2-4 h | Half day |
Participantsdifferent | 3-12 | 1-8 | 3-12 | Team-Leads plus Architecture |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | 7S Assessment, Alignment Gaps, Change Actions | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | AlignmentStakeholdersTeam | Continuous improvementLeanExperiments | OrganizationStrategyAlignmentChange | TeamAlignmentCollaborationOrganization |