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| Criterion |  Operations Accountability Ladder |  Facilitation Responsibility Poker |  Systems Thinking Iceberg Model |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | 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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 20-45 min | 45-90 min | 30-60 min | 2-6 h |
Participantsdifferent | 1-8 | 3-10 | 2-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Responsibility Map, Role Agreements, Open Questions | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ResponsibilityLeadershipTeam | RolesResponsibilityTeamFacilitation | Systems thinkingRoot causePatterns | Systems thinkingRoot causeConstraintsCausality |