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| Criterion |  Operations Accountability Ladder |  Decision Making Decision Tree |  Facilitation Expectation Mapping |  Decision Making DACI |
|---|---|---|---|---|
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 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 30-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 1-8 | 1-6 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Decision Tree, Option Map, Assumption List | Expectation Map, Alignment Notes, Agreements | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ResponsibilityLeadershipTeam | DecisionTreeOptions | AlignmentStakeholdersTeam | DecisionRolesGovernanceAlignment |