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| Criterion |  Systems Thinking Polarity Mapping |  Team Design Spotify Model Mapping |  Facilitation Team Charter |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | When a team landscape has grown without clear grouping, it maps roles and relationships onto the Spotify model. It clarifies responsibility, interaction, and load between teams. The result is captured as a Spotify model map and action list. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 90-180 min | 2-4 h | 2-4 h |
Participantsdifferent | 3-12 | 5-15 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Spotify Model Map, Action List | Team Charter, Working Norms, Role Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingTradeoffsLeadership | TeamOrganizationAlignmentDiagnosis | TeamAlignmentCollaboration | OrganizationStrategyAlignmentChange |