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Selected:Accountability LadderExpectation MappingArchitecture Decision RecordStakeholder Salience Model
| Criterion |  Operations Accountability Ladder |  Facilitation Expectation Mapping |  Architecture Architecture Decision Record |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 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. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20-45 min | 45-90 min | 15-45 min | 60-90 min |
Participantsdifferent | 1-8 | 3-12 | 1-3 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Expectation Map, Alignment Notes, Agreements | ADR File, Decision Log, Rationale | Salience Diagram, Strategy per Class |
Tagsno overlap | ResponsibilityLeadershipTeam | AlignmentStakeholdersTeam | ArchitectureRationaleDocumentationGovernance | StakeholdersFacilitationAlignmentGovernance |