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| Criterion |  Operations Accountability Ladder |  Systems Thinking Polarity Mapping |  Facilitation Dot Voting |  Facilitation Responsibility Poker |
|---|---|---|---|---|
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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | When a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 1-2 h | 5-15 min | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 3-20 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Polarity Map, Warning Signs, Balance Actions | Ranked list, Consensus signal, Shortlist | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingTradeoffsLeadership | FacilitationVotingConsensusPrioritization | RolesResponsibilityTeamFacilitation |