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| Criterion |  Team Design Team Topologies Interaction Modes |  Operations Gemba Walk |  Facilitation Expectation Mapping |  Facilitation Alignment 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | Half day | 30-120 min | 45-90 min | 1-2 h |
Participantsdifferent | Team-Leads plus Architecture | 2-6 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Interaction Heat Map, Agreements per Pair | Observation Notes, Improvement Ideas | Expectation Map, Alignment Notes, Agreements | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | TeamAlignmentCollaborationOrganization | LeanObservationProcessOperations | AlignmentStakeholdersTeam | AlignmentStakeholdersStrategyFacilitation |