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| Criterion |  Operations Accountability Ladder |  Operations Family Tree Analysis |  Facilitation Responsibility Poker |  Operations 5 Whys |
|---|---|---|---|---|
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 a series of incidents with a similar pattern, the method arranges individual events as branches of a common origin. It makes visible which conditions keep recurring. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 2-4 h | 45-90 min | 15-30 min |
Participantsdifferent | 1-8 | 2-6 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Family Tree Diagram, Pattern Notes, Systemic Measures | Responsibility Map, Role Agreements, Open Questions | Root cause notes, Countermeasures |
Tagsno overlap | ResponsibilityLeadershipTeam | Root causePatternsIncidentSystemic | RolesResponsibilityTeamFacilitation | Root causeIncidentLeanProblem solving |