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| Criterion |  Systems Thinking Rich Picture |  Team Design Team Topologies Interaction Modes |  Systems Thinking Leverage Points |  Facilitation Team Charter |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | 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. | 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. | 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 | Low | Medium | High | Medium |
Timedifferent | 30-90 min | Half day | Half day | 2-4 h |
Participantsdifferent | 2-10 | Team-Leads plus Architecture | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Interaction Heat Map, Agreements per Pair | Leverage Map, Action Strategy | Team Charter, Working Norms, Role Notes |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | TeamAlignmentCollaborationOrganization | Systems thinkingChangeStrategy | TeamAlignmentCollaboration |