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Selected:Accountability LadderExpectation MappingTeam Topologies Interaction ModesDecision Rights Mapping
| Criterion |  Operations Accountability Ladder |  Facilitation Expectation Mapping |  Team Design Team Topologies Interaction Modes |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 20-45 min | 45-90 min | Half day | 90-180 min |
Participantsdifferent | 1-8 | 3-12 | Team-Leads plus Architecture | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Expectation Map, Alignment Notes, Agreements | Interaction Heat Map, Agreements per Pair | Decision Rights Matrix, Agreement |
Tagsno overlap | ResponsibilityLeadershipTeam | AlignmentStakeholdersTeam | TeamAlignmentCollaborationOrganization | DecisionGovernanceAlignmentResponsibility |