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| Criterion |  Systems Thinking Soft Systems Methodology |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 0.5-3 Tage | Half day | 2-4 h | 2-4 h |
Participantsdifferent | 5-15 | Team-Leads plus Architecture | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Soft systemsComplexitySensemakingSystems thinking | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration | OrganizationStrategyAlignmentChange |