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| Criterion |  Team Design Team Topologies Interaction Modes |  Systems Thinking VUCA Scan |  Systems Thinking Soft Systems Methodology |  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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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 | Low | High | Medium |
Timedifferent | Half day | 30-90 min | 0.5-3 Tage | 2-4 h |
Participantsdifferent | Team-Leads plus Architecture | 1-10 | 5-15 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Interaction Heat Map, Agreements per Pair | VUCA Map, Response Options, Signal and Learning Plan | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | TeamAlignmentCollaborationOrganization | SensemakingUncertaintyComplexityStrategyForesight | Soft systemsComplexitySensemakingSystems thinking | OrganizationStrategyAlignmentChange |