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| Criterion |  Systems Thinking Leverage Points |  Team Design Team Topologies Interaction Modes |  Systems Thinking Soft Systems Methodology |  Facilitation Team Charter |
|---|---|---|---|---|
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 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. | 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 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 | High | Medium |
Timedifferent | Half day | Half day | 0.5-3 Tage | 2-4 h |
Participantsdifferent | 3-12 | Team-Leads plus Architecture | 5-15 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Interaction Heat Map, Agreements per Pair | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Team Charter, Working Norms, Role Notes |
Tagsno overlap | Systems thinkingChangeStrategy | TeamAlignmentCollaborationOrganization | Soft systemsComplexitySensemakingSystems thinking | TeamAlignmentCollaboration |