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| Criterion |  Operations Accountability Ladder |  Facilitation Delegation Poker |  Systems Thinking Stock and Flow Diagram |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 20-45 min | 45-90 min | 2-6 h | 1-3 h |
Participantsdifferent | 1-8 | 3-10 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Delegation Board, Decision Boundaries, Role Agreements | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ResponsibilityLeadershipTeam | AutonomyRolesTeam | DynamicsSimulationFeedbackSystems thinking | FeedbackSystems thinkingCausalityDynamics |