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| Criterion |  Systems Thinking Leverage Points |  Facilitation Expectation Mapping |  Team Design Team Topologies Interaction Modes |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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 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 | High | Low | Medium | Medium |
Timedifferent | Half day | 45-90 min | Half day | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | Team-Leads plus Architecture | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Expectation Map, Alignment Notes, Agreements | Interaction Heat Map, Agreements per Pair | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingChangeStrategy | AlignmentStakeholdersTeam | TeamAlignmentCollaborationOrganization | AlignmentStakeholdersStrategyFacilitation |