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| Criterion |  Facilitation Team Charter |  Operations After-Action Review |  Facilitation Expectation Mapping |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
Purposedifferent | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 2-4 h | 20-45 min | 45-90 min | Half day |
Participantsdifferent | 3-12 | 3-12 | 3-12 | Team-Leads plus Architecture |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Lessons learned, Action items, Event summary | Expectation Map, Alignment Notes, Agreements | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | TeamAlignmentCollaboration | LearningOperationsImprovement | AlignmentStakeholdersTeam | TeamAlignmentCollaborationOrganization |