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| Criterion |  Team Design Team API |  Facilitation Team Charter |  Business Strategy McKinsey 7S |  Facilitation Expectation 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. | 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. | 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | Half day initial, dann laufend | 2-4 h | 2-4 h | 45-90 min |
Participantsdifferent | Ein Team plus Stakeholder | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Team API Document | Team Charter, Working Norms, Role Notes | 7S Assessment, Alignment Gaps, Change Actions | Expectation Map, Alignment Notes, Agreements |
Tags1 shared | TeamAlignmentCommunicationService | TeamAlignmentCollaboration | OrganizationStrategyAlignmentChange | AlignmentStakeholdersTeam |