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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Team Charter |  Facilitation Alignment Mapping |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 2-4 h | 2-4 h | 1-2 h | Half day |
Participantsdifferent | 3-12 | 3-12 | 4-12 | Team-Leads plus Architecture |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Team Charter, Working Norms, Role Notes | Alignment Map, Open Issues, Decision Questions | Interaction Heat Map, Agreements per Pair |
Tags1 shared | OrganizationStrategyAlignmentChange | TeamAlignmentCollaboration | AlignmentStakeholdersStrategyFacilitation | TeamAlignmentCollaborationOrganization |