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| Criterion |  Operations Accountability Ladder |  Decision Making Pre-Mortem |  Decision Making Decision Rights Mapping |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20-45 min | 20–45 min | 90-180 min | 30-90 min |
Participantsdifferent | 1-8 | Small cross-functional group | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Risk list, Mitigation plan, Assumption log | Decision Rights Matrix, Agreement | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | ResponsibilityLeadershipTeam | RiskDecisionFailurePlanning | DecisionGovernanceAlignmentResponsibility | ConstraintsDecisionPlanningOptions |