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| Criterion |  Operations Accountability Ladder |  Knowledge Modeling Concept Mapping |  Decision Making RAPID |  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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Medium | Low |
Timedifferent | 20-45 min | 1-2 h | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | 1-8 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Concept Map, Relationship Labels, Knowledge Gaps | RAPID Role Map, Recommendation, Decision Log | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | KnowledgeConceptsMappingSensemaking | DecisionRolesGovernance | RolesResponsibilityTeamFacilitation |