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| Criterion |  Operations Accountability Ladder |  Operations Process Mapping |  Facilitation Responsibility Poker |  Operations After-Action Review |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 1-3 h | 45-90 min | 20-45 min |
Participantsdifferent | 1-8 | 3-10 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Process Map, Handoff List, Improvement Backlog | Responsibility Map, Role Agreements, Open Questions | Lessons learned, Action items, Event summary |
Tagsno overlap | ResponsibilityLeadershipTeam | ProcessOperationsImprovement | RolesResponsibilityTeamFacilitation | LearningOperationsImprovement |