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| Criterion |  Operations Accountability Ladder |  Delivery Communication Plan |  Architecture C4 Model |  Facilitation Expectation 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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | The C4 Model makes a system legible across several resolution levels, from context down to code. It suits situations where different audiences need to understand the same architecture from different altitudes. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 45-90 min | 1-4 h | 45-90 min |
Participantsdifferent | 1-8 | 2-6 | 1-5 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Communication Plan, Channel Matrix, Message Cadence | Context Diagram, Container Diagram, Component Diagram | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ResponsibilityLeadershipTeam | CommunicationStakeholdersDeliveryPlanning | ArchitectureCommunicationVisualization | AlignmentStakeholdersTeam |