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| Criterion |  Operations Accountability Ladder |  Systems Thinking System Dynamics Simulation |  Systems Thinking Polarity Mapping |  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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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 | High | Medium | Low |
Timedifferent | 20-45 min | Mehrere Tage bis Wochen | 1-2 h | 45-90 min |
Participantsdifferent | 1-8 | 1-5 Modellierende, Stakeholder asynchron | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Simulation Model, Scenario Reports | Polarity Map, Warning Signs, Balance Actions | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingDynamicsSimulationAnalysis | Systems thinkingTradeoffsLeadership | RolesResponsibilityTeamFacilitation |