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| Criterion |  Operations Accountability Ladder |  Systems Thinking Future Reality Tree |  Decision Making Delphi Method |  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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | High | Medium |
Timedifferent | 20-45 min | 2-4 h | 1-4 Wochen | 90-180 min |
Participantsdifferent | 1-8 | 3-8 | 6-30 Experten | 4-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | ResponsibilityLeadershipTeam | Theory of ConstraintsSystems thinkingChange | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility |