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| Criterion |  Systems Thinking Intervention Mapping |  Team Design Team Topologies Interaction Modes |  Business Strategy McKinsey 7S |  Facilitation Team Charter |
|---|---|---|---|---|
Purposedifferent | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | 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 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 | High | Medium | Medium | Medium |
Timedifferent | 1-5 Tage | Half day | 2-4 h | 2-4 h |
Participantsdifferent | 4-12 | Team-Leads plus Architecture | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Interaction Heat Map, Agreements per Pair | 7S Assessment, Alignment Gaps, Change Actions | Team Charter, Working Norms, Role Notes |
Tagsno overlap | ChangeSystems thinkingCapability | TeamAlignmentCollaborationOrganization | OrganizationStrategyAlignmentChange | TeamAlignmentCollaboration |