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| Criterion |  Facilitation Team Charter |  Knowledge Modeling Knowledge Mapping |  Team Design Team Topologies Interaction Modes |  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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 2-4 h | 1-3 h | Half day | 2-4 h |
Participantsdifferent | 3-12 | 3-12 | Team-Leads plus Architecture | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Interaction Heat Map, Agreements per Pair | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | TeamAlignmentCollaboration | KnowledgeMappingRisk | TeamAlignmentCollaborationOrganization | OrganizationStrategyAlignmentChange |