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| Criterion |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |  Decision Making Decision Rights Mapping |  Operations Accountability Ladder |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Half day | 2-4 h | 90-180 min | 20-45 min |
Participantsdifferent | Team-Leads plus Architecture | 3-12 | 4-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes | Decision Rights Matrix, Agreement | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration | DecisionGovernanceAlignmentResponsibility | ResponsibilityLeadershipTeam |