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| Criterion |  Team Design Team API |  Team Design Team Topologies Interaction Modes |  Operations Accountability Ladder |  Decision Making Decision Rights 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 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Half day initial, dann laufend | Half day | 20-45 min | 90-180 min |
Participantsdifferent | Ein Team plus Stakeholder | Team-Leads plus Architecture | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Team API Document | Interaction Heat Map, Agreements per Pair | Ownership Reflection, Action Commitment, Coaching Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | TeamAlignmentCommunicationService | TeamAlignmentCollaborationOrganization | ResponsibilityLeadershipTeam | DecisionGovernanceAlignmentResponsibility |