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| Criterion |  Facilitation Team Charter |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  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. | 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. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 2-4 h | 1-2 h | 2-4 h | Half day |
Participantsdifferent | 3-12 | 4-12 | 3-12 | Team-Leads plus Architecture |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Interaction Heat Map, Agreements per Pair |
Tags1 shared | TeamAlignmentCollaboration | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | TeamAlignmentCollaborationOrganization |