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| Criterion |  Operations Accountability Ladder |  Decision Making Decision Matrix |  Decision Making Decision Tree |  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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Medium | Medium |
Timedifferent | 20-45 min | 45-90 min | 30-90 min | 90-180 min |
Participantsdifferent | 1-8 | 2-8 | 1-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Decision Matrix, Scoring Rationale, Selected Option | Decision Tree, Option Map, Assumption List | Decision Rights Matrix, Agreement |
Tagsno overlap | ResponsibilityLeadershipTeam | DecisionCriteriaScoringTradeoffs | DecisionTreeOptions | DecisionGovernanceAlignmentResponsibility |