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| Criterion |  Team Design Team API |  Business Strategy McKinsey 7S |  Team Design Team Topologies Interaction Modes |  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. | 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. | 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 | Medium | Medium | Medium |
Timedifferent | Half day initial, dann laufend | 2-4 h | Half day | 1-2 h |
Participantsdifferent | Ein Team plus Stakeholder | 3-12 | Team-Leads plus Architecture | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Team API Document | 7S Assessment, Alignment Gaps, Change Actions | Interaction Heat Map, Agreements per Pair | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | TeamAlignmentCommunicationService | OrganizationStrategyAlignmentChange | TeamAlignmentCollaborationOrganization | AlignmentStakeholdersStrategyFacilitation |