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| Criterion |  Team Design Team Topologies Interaction Modes |  Operations Gemba Walk |  Facilitation Expectation Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | Half day | 30-120 min | 45-90 min | 45-90 min |
Participantsdifferent | Team-Leads plus Architecture | 2-6 | 3-12 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Interaction Heat Map, Agreements per Pair | Observation Notes, Improvement Ideas | Expectation Map, Alignment Notes, Agreements | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | TeamAlignmentCollaborationOrganization | LeanObservationProcessOperations | AlignmentStakeholdersTeam | LeanProblem solvingCoachingOperations |