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| Criterion |  Facilitation Team Charter |  Systems Thinking Leverage Points |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 2-4 h | Half day | 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 | Leverage Map, Action Strategy | Interaction Heat Map, Agreements per Pair | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | TeamAlignmentCollaboration | Systems thinkingChangeStrategy | TeamAlignmentCollaborationOrganization | OrganizationStrategyAlignmentChange |