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| Criterion |  Team Design Team API |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
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. | 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 | Half day initial, dann laufend | Half day | 2-4 h | Half day |
Participantsdifferent | Ein Team plus Stakeholder | 3-12 | 3-12 | Team-Leads plus Architecture |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Team API Document | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | TeamAlignmentCommunicationService | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | TeamAlignmentCollaborationOrganization |