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| Criterion |  Facilitation Team Charter |  Decision Making Cynefin Workshop |  Team Design Team Topologies Interaction Modes |  Decision Making DACI |
|---|---|---|---|---|
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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h | 60-180 min | Half day | 30-60 min |
Participantsdifferent | 3-12 | 4-20 | Team-Leads plus Architecture | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Team Charter, Working Norms, Role Notes | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Interaction Heat Map, Agreements per Pair | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | TeamAlignmentCollaboration | ComplexitySensemakingDecision | TeamAlignmentCollaborationOrganization | DecisionRolesGovernanceAlignment |