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| Criterion |  Team Design Team Topologies Interaction Modes |  Agile Working Agreements |  Facilitation Expectation Mapping |  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 collaboration needs more than implicit expectations, it lays out shared ground rules openly. It creates reliability for conduct, availability, and decision paths. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | Low | Medium |
Timedifferent | Half day | 45-90 min | 45-90 min | 2-4 h |
Participantsdifferent | Team-Leads plus Architecture | 3-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Interaction Heat Map, Agreements per Pair | Working Agreements, Team Norms, Review Cadence | Expectation Map, Alignment Notes, Agreements | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | TeamAlignmentCollaborationOrganization | TeamCollaborationAgile | AlignmentStakeholdersTeam | OrganizationStrategyAlignmentChange |