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| Criterion |  Operations Accountability Ladder |  DevOps Game Day |  Facilitation Stakeholder Mapping |  Facilitation Expectation 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. | In preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 20-45 min | Halber Tag | 60–90 min | 45-90 min |
Participantsdifferent | 1-8 | 5-20 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Simulation Notes, Gaps List, Updated Runbooks | Stakeholder Map, Engagement Plan, Risk Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ResponsibilityLeadershipTeam | ResilienceOperationsIncident | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersTeam |