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| Criterion |  Operations Accountability Ladder |  Knowledge Modeling IBIS |  Agile Mad Sad Glad |  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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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 | Medium | Low | Medium |
Timedifferent | 20-45 min | 1-3 h | 30-60 min | 90-180 min |
Participantsdifferent | 1-8 | 2-8 | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Issue Map, Positions, Argument Notes | Emotion Board, Themes, Action Items | Decision Rights Matrix, Agreement |
Tagsno overlap | ResponsibilityLeadershipTeam | RationaleKnowledgeDecision | RetrospectiveTeamReflection | DecisionGovernanceAlignmentResponsibility |