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| Criterion |  Operations Accountability Ladder |  Decision Making Decision Rights Mapping |  Systems Thinking Evaporating Cloud |  Product Strategy DIBB |
|---|---|---|---|---|
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. | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-45 min | 90-180 min | 60-120 min | 1-2 h |
Participantsdifferent | 1-8 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Decision Rights Matrix, Agreement | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | ResponsibilityLeadershipTeam | DecisionGovernanceAlignmentResponsibility | Theory of ConstraintsAssumptionsSystems thinking | StrategyDecisionAssumptionsHypothesis |