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| Criterion |  Team Design Team API |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Decision Making DACI |
|---|---|---|---|---|
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 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | Half day initial, dann laufend | Half day | 45-90 min | 30-60 min |
Participantsdifferent | Ein Team plus Stakeholder | 3-12 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Team API Document | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | TeamAlignmentCommunicationService | Systems thinkingChangeStrategy | ChangeDecisionStrategy | DecisionRolesGovernanceAlignment |