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| Criterion |  Team Design Team API |  Agile Working Agreements |  Business Strategy McKinsey 7S |  Facilitation Team Charter |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | Half day initial, dann laufend | 45-90 min | 2-4 h | 2-4 h |
Participantsdifferent | Ein Team plus Stakeholder | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Team API Document | Working Agreements, Team Norms, Review Cadence | 7S Assessment, Alignment Gaps, Change Actions | Team Charter, Working Norms, Role Notes |
Tagsno overlap | TeamAlignmentCommunicationService | TeamCollaborationAgile | OrganizationStrategyAlignmentChange | TeamAlignmentCollaboration |