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| Criterion |  Team Design Team API |  Agile Working Agreements |  Business Strategy McKinsey 7S |  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. | When collaboration needs more than implicit expectations, it lays out shared ground rules openly. It creates reliability for conduct, availability, and decision paths. | 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 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 | Low | Medium | Medium |
Timedifferent | Half day initial, dann laufend | 45-90 min | 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 | Working Agreements, Team Norms, Review Cadence | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | TeamAlignmentCommunicationService | TeamCollaborationAgile | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation |