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| Criterion |  Operations Accountability Ladder |  Decision Making Assumption Surfacing |  Decision Making Decision Tree |
|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 20-45 min | 45-90 min | 30-90 min |
Participantsdifferent | 1-8 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Assumption List, Critical Assumptions, Learning Plan | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ResponsibilityLeadershipTeam | AssumptionsRiskDecisionDiscovery | DecisionTreeOptions |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
