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| Criterion |  Decision Making Force Field Analysis |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | Half day | 2-4 h | 1-2 h |
Participantsdifferent | 3-12 | Team-Leads plus Architecture | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ChangeDecisionStrategy | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration | AlignmentStakeholdersStrategyFacilitation |