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| Criterion |  Operations Accountability Ladder |  Decision Making Argument Mapping |  Decision Making Delphi Method |  Decision Making Decision Rights 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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 20-45 min | 1-3 h | 1-4 Wochen | 90-180 min |
Participantsdifferent | 1-8 | 1-8 | 6-30 Experten | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Argument Map, Evidence Gaps, Decision Rationale | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | ResponsibilityLeadershipTeam | SensemakingDecisionRationale | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility |