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| Criterion |  Operations Accountability Ladder |  Decision Making Decision Tree |  Facilitation Responsibility Poker |  Facilitation Decision Jam |
|---|---|---|---|---|
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 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 30-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 1-8 | 1-6 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Decision Tree, Option Map, Assumption List | Responsibility Map, Role Agreements, Open Questions | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | ResponsibilityLeadershipTeam | DecisionTreeOptions | RolesResponsibilityTeamFacilitation | FacilitationDecisionProblem solvingWorkshop |