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| Criterion |  Operations Accountability Ladder |  Facilitation Alignment Mapping |  Facilitation Responsibility Poker |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 1-2 h | 45-90 min | 60–90 min |
Participantsdifferent | 1-8 | 4-12 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Alignment Map, Open Issues, Decision Questions | Responsibility Map, Role Agreements, Open Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | AlignmentStakeholdersStrategyFacilitation | RolesResponsibilityTeamFacilitation | StakeholdersAlignmentFacilitationChange |