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| Criterion |  Facilitation Team Charter |  Facilitation Expectation Mapping |  Operations Root Cause Analysis |  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 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 a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Medium | Medium |
Timedifferent | 2-4 h | 45-90 min | 1-4 h | Half day |
Participantsdifferent | 3-12 | 3-12 | 3-8 | Team-Leads plus Architecture |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | TeamAlignmentCollaboration | AlignmentStakeholdersTeam | Root causeProblem solvingQualityIncident | TeamAlignmentCollaborationOrganization |