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| Criterion |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |  Operations Accountability Ladder |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Half day | 2-4 h | 20-45 min | 2-4 h |
Participantsdifferent | Team-Leads plus Architecture | 3-12 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes | Ownership Reflection, Action Commitment, Coaching Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration | ResponsibilityLeadershipTeam | OrganizationStrategyAlignmentChange |