View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Team Design Team Topologies Interaction Modes |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | 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 | Medium | Medium |
Timedifferent | Half day | Half day | 2-4 h | 2-4 h |
Participantsdifferent | Team-Leads plus Architecture | 3-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Interaction Heat Map, Agreements per Pair | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Team Charter, Working Norms, Role Notes |
Tagsno overlap | TeamAlignmentCollaborationOrganization | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | TeamAlignmentCollaboration |