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| Criterion |  Team Design Team Topologies Interaction Modes |  Operations Accountability Ladder |  Business Strategy McKinsey 7S |  Decision Making Decision Rights 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Half day | 20-45 min | 2-4 h | 90-180 min |
Participantsdifferent | Team-Leads plus Architecture | 1-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Interaction Heat Map, Agreements per Pair | Ownership Reflection, Action Commitment, Coaching Notes | 7S Assessment, Alignment Gaps, Change Actions | Decision Rights Matrix, Agreement |
Tagsno overlap | TeamAlignmentCollaborationOrganization | ResponsibilityLeadershipTeam | OrganizationStrategyAlignmentChange | DecisionGovernanceAlignmentResponsibility |