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| Criterion |  Operations Accountability Ladder |  Facilitation Responsibility Poker |  Business Strategy Value Chain Analysis |  Facilitation Alignment 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. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 20-45 min | 45-90 min | Half day | 1-2 h |
Participantsdifferent | 1-8 | 3-10 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Responsibility Map, Role Agreements, Open Questions | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | RolesResponsibilityTeamFacilitation | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation |