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| Criterion |  Facilitation Team Charter |  Decision Making Force Field Analysis |  Decision Making OODA Loop |  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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | 15-60 min je Zyklus | Half day |
Participantsdifferent | 3-12 | 3-12 | 1-8 | Team-Leads plus Architecture |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | TeamAlignmentCollaboration | ChangeDecisionStrategy | DecisionChangeLearningStrategy | TeamAlignmentCollaborationOrganization |