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| Criterion |  Operations PDCA Cycle |  Facilitation Team Charter |  Facilitation Expectation Mapping |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 1 h bis mehrere Wochen | 2-4 h | 45-90 min | Half day |
Participantsdifferent | 1-8 | 3-12 | 3-12 | Team-Leads plus Architecture |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | Continuous improvementLeanExperiments | TeamAlignmentCollaboration | AlignmentStakeholdersTeam | TeamAlignmentCollaborationOrganization |