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| Criterion |  Team Design Team Topologies Interaction Modes |  Team Design Team API |  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. | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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 | Low | Medium | Medium |
Timedifferent | Half day | Half day initial, dann laufend | 2-4 h | 2-4 h |
Participantsdifferent | Team-Leads plus Architecture | Ein Team plus Stakeholder | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Interaction Heat Map, Agreements per Pair | Team API Document | 7S Assessment, Alignment Gaps, Change Actions | Team Charter, Working Norms, Role Notes |
Tags1 shared | TeamAlignmentCollaborationOrganization | TeamAlignmentCommunicationService | OrganizationStrategyAlignmentChange | TeamAlignmentCollaboration |