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| Criterion |  Team Design Team Topologies Interaction Modes |  Knowledge Modeling PARA Method |  Business Strategy McKinsey 7S |  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. | The PARA Method organizes knowledge into Projects, Areas, Resources, and Archives. It creates order when digital notes, files, and tasks no longer cleanly fit current work. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Half day | 1-3 h Setup, laufend | 2-4 h | 1-2 h |
Participantsdifferent | Team-Leads plus Architecture | 1 | 3-12 | 4-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Interaction Heat Map, Agreements per Pair | PARA Structure, Project Notes, Knowledge Archive | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | TeamAlignmentCollaborationOrganization | KnowledgeProductivityOrganization | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation |