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| Criterion |  Operations Accountability Ladder |  Decision Making Constraint Analysis |  Facilitation Six Thinking Hats |  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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed 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 | Low | Medium | Medium |
Timedifferent | 20-45 min | 30-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 1-8 | 2-8 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Perspective Notes, Decision Inputs, Action Items | Decision Rights Matrix, Agreement |
Tagsno overlap | ResponsibilityLeadershipTeam | ConstraintsDecisionPlanningOptions | FacilitationOptionsDecision | DecisionGovernanceAlignmentResponsibility |