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| Criterion |  Operations Accountability Ladder |  UX Design Design Studio |  Facilitation Team Charter |  Innovation Design Charrette |
|---|---|---|---|---|
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 several designs need to be quickly put in relation to each other, it makes ideas visible and comparable. It encourages early variants instead of long upfront debates. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20-45 min | 1-3 h | 2-4 h | Halber Tag bis mehrere Tage |
Participantsdifferent | 1-8 | 3-8 | 3-12 | 10-50 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Sketches, Concept Directions, Design Decisions | Team Charter, Working Norms, Role Notes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | ResponsibilityLeadershipTeam | SketchingCollaborationIdeation | TeamAlignmentCollaboration | BrainstormingWorkshopCollaborationIdeation |