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| Criterion |  Operations Accountability Ladder |  Delivery Cost of Delay |  Decision Making Assumption Surfacing |  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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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. | 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 | High | Low | Medium |
Timedifferent | 20-45 min | 90-180 min | 45-90 min | 90-180 min |
Participantsdifferent | 1-8 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | CoD Table, Prioritization Sequence | Assumption List, Critical Assumptions, Learning Plan | Decision Rights Matrix, Agreement |
Tagsno overlap | ResponsibilityLeadershipTeam | PrioritizationDeliveryEconomicsDecision | AssumptionsRiskDecisionDiscovery | DecisionGovernanceAlignmentResponsibility |