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| Criterion |  Operations Accountability Ladder |  Systems Thinking Causal Loop Diagram |  Facilitation Stakeholder Mapping |  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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 1-3 h | 60–90 min | 45-90 min |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Stakeholder Map, Engagement Plan, Risk Notes | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | FeedbackSystems thinkingCausalityDynamics | StakeholdersAlignmentFacilitationChange | RolesResponsibilityTeamFacilitation |