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| Criterion |  Team Design Team Topologies Interaction Modes |  Operations A3 Problem Solving |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Half day | 45-90 min | 2-4 h | 1-2 h |
Participantsdifferent | Team-Leads plus Architecture | 2-5 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Interaction Heat Map, Agreements per Pair | A3 Report, Action Plan, Root Cause Analysis | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | TeamAlignmentCollaborationOrganization | LeanProblem solvingCoachingOperations | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation |