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| Criterion |  Operations ABC Analysis |  Operations Accountability Ladder |  Facilitation Expectation Mapping |  Operations RACI Matrix |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 20-45 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-5 | 1-8 | 3-12 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Ownership Reflection, Action Commitment, Coaching Notes | Expectation Map, Alignment Notes, Agreements | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | PrioritizationOperationsPortfolio | ResponsibilityLeadershipTeam | AlignmentStakeholdersTeam | RolesResponsibilityGovernanceOperations |