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| Criterion |  Facilitation Team Charter |  Systems Thinking Leverage Points |  Systems Thinking VUCA Scan |  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. | 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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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 | High | Low | Medium |
Timedifferent | 2-4 h | Half day | 30-90 min | Half day |
Participantsdifferent | 3-12 | 3-12 | 1-10 | Team-Leads plus Architecture |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Leverage Map, Action Strategy | VUCA Map, Response Options, Signal and Learning Plan | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | TeamAlignmentCollaboration | Systems thinkingChangeStrategy | SensemakingUncertaintyComplexityStrategyForesight | TeamAlignmentCollaborationOrganization |