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| Criterion |  Operations Accountability Ladder |  Architecture Request for Comments |  Facilitation Expectation Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20-45 min | 1-3 Wochen vom Draft bis zur Entscheidung | 45-90 min | 60-90 min |
Participantsdifferent | 1-8 | 3-20 Reviewer | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Expectation Map, Alignment Notes, Agreements | Salience Diagram, Strategy per Class |
Tagsno overlap | ResponsibilityLeadershipTeam | ArchitectureDecisionAsyncGovernance | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentGovernance |