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| Criterion |  Systems Thinking Polarity Mapping |  Team Design Team API |  Business Strategy McKinsey 7S |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
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 expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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 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 | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | Half day initial, dann laufend | 2-4 h | Half day |
Participantsdifferent | 3-12 | Ein Team plus Stakeholder | 3-12 | Team-Leads plus Architecture |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Team API Document | 7S Assessment, Alignment Gaps, Change Actions | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | Systems thinkingTradeoffsLeadership | TeamAlignmentCommunicationService | OrganizationStrategyAlignmentChange | TeamAlignmentCollaborationOrganization |