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| Criterion |  Operations Accountability Ladder |  Decision Making Red Teaming |  Facilitation Responsibility Poker |  Decision Making Argument 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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20-45 min | 1-4 h | 45-90 min | 1-3 h |
Participantsdifferent | 1-8 | 3-8 | 3-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Challenge Findings, Risk Register, Mitigation Plan | Responsibility Map, Role Agreements, Open Questions | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | ResponsibilityLeadershipTeam | RiskDecisionSensemaking | RolesResponsibilityTeamFacilitation | SensemakingDecisionRationale |