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| Criterion |  Operations Accountability Ladder |  Operations Root Cause Analysis |  Facilitation Responsibility Poker |
|---|---|---|---|
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 a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 20-45 min | 1-4 h | 45-90 min |
Participantsdifferent | 1-8 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | Root causeProblem solvingQualityIncident | RolesResponsibilityTeamFacilitation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
