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| Criterion |  Team Design Team API |  Systems Thinking Leverage Points |  Decision Making Decision Rights Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | Half day initial, dann laufend | Half day | 90-180 min | 45-90 min |
Participantsdifferent | Ein Team plus Stakeholder | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Team API Document | Leverage Map, Action Strategy | Decision Rights Matrix, Agreement | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | TeamAlignmentCommunicationService | Systems thinkingChangeStrategy | DecisionGovernanceAlignmentResponsibility | ChangeDecisionStrategy |