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| Criterion |  Facilitation Responsibility Poker |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
Purposedifferent | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | Low | High | Medium | Medium |
Timedifferent | 45-90 min | Half day | 2-4 h | Half day |
Participantsdifferent | 3-10 | 3-12 | 3-12 | Team-Leads plus Architecture |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | RolesResponsibilityTeamFacilitation | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | TeamAlignmentCollaborationOrganization |