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| Criterion |  Team Design Team Topologies Interaction Modes |  Systems Thinking Evaporating Cloud |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Half day | 60-120 min | 1-2 h | 2-4 h |
Participantsdifferent | Team-Leads plus Architecture | 2-8 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Interaction Heat Map, Agreements per Pair | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | TeamAlignmentCollaborationOrganization | Theory of ConstraintsAssumptionsSystems thinking | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |