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| Criterion |  Operations Accountability Ladder |  Systems Thinking Soft Systems Methodology |  Decision Making Decision Rights 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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | High | Medium |
Timedifferent | 20-45 min | 0.5-3 Tage | 90-180 min |
Participantsdifferent | 1-8 | 5-15 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Decision Rights Matrix, Agreement |
Tagsno overlap | ResponsibilityLeadershipTeam | Soft systemsComplexitySensemakingSystems thinking | DecisionGovernanceAlignmentResponsibility |
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