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| Criterion |  Team Design Team Topologies Interaction Modes |  Decision Making Force Field Analysis |  Facilitation Alignment Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Half day | 45-90 min | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | Team-Leads plus Architecture | 3-12 | 4-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Interaction Heat Map, Agreements per Pair | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | TeamAlignmentCollaborationOrganization | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation | DecisionChangeLearningStrategy |