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| Criterion |  Operations Accountability Ladder |  Operations After-Action Review |  Decision Making DACI |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 20-45 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 2-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Lessons learned, Action items, Event summary | DACI Matrix, Decision Owner, Decision Log | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | LearningOperationsImprovement | DecisionRolesGovernanceAlignment | RolesResponsibilityTeamFacilitation |