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| Criterion |  Team Design Team Topologies Interaction Modes |  Systems Thinking Future Reality Tree |  Facilitation Expectation Mapping |  Facilitation Team Charter |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | Half day | 2-4 h | 45-90 min | 2-4 h |
Participantsdifferent | Team-Leads plus Architecture | 3-8 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Interaction Heat Map, Agreements per Pair | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expectation Map, Alignment Notes, Agreements | Team Charter, Working Norms, Role Notes |
Tagsno overlap | TeamAlignmentCollaborationOrganization | Theory of ConstraintsSystems thinkingChange | AlignmentStakeholdersTeam | TeamAlignmentCollaboration |