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| Criterion |  Team Design Team API |  Team Design Team Topologies Interaction Modes |  Operations Accountability Ladder |  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 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. | 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 | Low | Low |
Timedifferent | Half day initial, dann laufend | Half day | 20-45 min | 45-90 min |
Participantsdifferent | Ein Team plus Stakeholder | Team-Leads plus Architecture | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Team API Document | Interaction Heat Map, Agreements per Pair | Ownership Reflection, Action Commitment, Coaching Notes | Expectation Map, Alignment Notes, Agreements |
Tags1 shared | TeamAlignmentCommunicationService | TeamAlignmentCollaborationOrganization | ResponsibilityLeadershipTeam | AlignmentStakeholdersTeam |