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| Criterion |  Team Design Team API |  Systems Thinking Leverage Points |  Facilitation Team Charter |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | Half day initial, dann laufend | Half day | 2-4 h | 1-2 h |
Participantsdifferent | Ein Team plus Stakeholder | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Team API Document | Leverage Map, Action Strategy | Team Charter, Working Norms, Role Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | TeamAlignmentCommunicationService | Systems thinkingChangeStrategy | TeamAlignmentCollaboration | AlignmentStakeholdersStrategyFacilitation |