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| Criterion |  Operations Accountability Ladder |  Operations After-Action Review |  Facilitation Delegation Poker |  Operations RACI Matrix |
|---|---|---|---|---|
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. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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 | 20-45 min | 20-45 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Lessons learned, Action items, Event summary | Delegation Board, Decision Boundaries, Role Agreements | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | LearningOperationsImprovement | AutonomyRolesTeam | RolesResponsibilityGovernanceOperations |