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| Criterion |  Operations Accountability Ladder |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | Low |
Timedifferent | 20-45 min | 30-90 min | 30-90 min | 45-90 min |
Participantsdifferent | 1-8 | 1-6 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | RolesResponsibilityTeamFacilitation |