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| Criterion |  Facilitation Team Charter |  Systems Thinking Intervention Mapping |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 2-4 h | 1-5 Tage | 1-2 h | 2-4 h |
Participantsdifferent | 3-12 | 4-12 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | TeamAlignmentCollaboration | ChangeSystems thinkingCapability | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |