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| Criterion |  Operations Accountability Ladder |  Decision Making Decision Rights Mapping |  Agile Specification by Example |  Facilitation Expectation 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. | 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. | When business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-45 min | 90-180 min | 60-90 min pro Feature | 45-90 min |
Participantsdifferent | 1-8 | 4-12 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Decision Rights Matrix, Agreement | Example Table, Acceptance Tests | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ResponsibilityLeadershipTeam | DecisionGovernanceAlignmentResponsibility | AgileRequirementsExamplesBehavior-Driven Development | AlignmentStakeholdersTeam |