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| Criterion |  Operations Accountability Ladder |  Decision Making Decision Tree |  Facilitation Consensus Workshop |  Facilitation Responsibility Poker |
|---|---|---|---|---|
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. | 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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-45 min | 30-90 min | 1-3 h | 45-90 min |
Participantsdifferent | 1-8 | 1-6 | 5-30 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Decision Tree, Option Map, Assumption List | Consensus Clusters, Theme Titles, Priority Areas | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | DecisionTreeOptions | FacilitationConsensusWorkshopAlignment | RolesResponsibilityTeamFacilitation |