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| Criterion |  Systems Thinking Polarity Mapping |  Team Design Team Topologies Interaction Modes |  Operations Accountability Ladder |  Facilitation Team Charter |
|---|---|---|---|---|
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 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | Half day | 20-45 min | 2-4 h |
Participantsdifferent | 3-12 | Team-Leads plus Architecture | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Interaction Heat Map, Agreements per Pair | Ownership Reflection, Action Commitment, Coaching Notes | Team Charter, Working Norms, Role Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | TeamAlignmentCollaborationOrganization | ResponsibilityLeadershipTeam | TeamAlignmentCollaboration |