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| Criterion |  Facilitation Team Charter |  Facilitation Power Interest Grid |  Team Design Team Topologies Interaction Modes |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 2-4 h | 30-60 min | Half day | 1-2 h |
Participantsdifferent | 3-12 | 2-8 | Team-Leads plus Architecture | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Power Interest Grid, Strategy per Stakeholder | Interaction Heat Map, Agreements per Pair | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | TeamAlignmentCollaboration | StakeholdersFacilitationAlignmentPlanning | TeamAlignmentCollaborationOrganization | AlignmentStakeholdersStrategyFacilitation |