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| Criterion |  Systems Thinking Leverage Points |  Facilitation Team Charter |  Systems Thinking Soft Systems Methodology |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
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 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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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 | High | Medium | High | Medium |
Timedifferent | Half day | 2-4 h | 0.5-3 Tage | Half day |
Participantsdifferent | 3-12 | 3-12 | 5-15 | Team-Leads plus Architecture |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Team Charter, Working Norms, Role Notes | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | Systems thinkingChangeStrategy | TeamAlignmentCollaboration | Soft systemsComplexitySensemakingSystems thinking | TeamAlignmentCollaborationOrganization |