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| Criterion |  Operations Accountability Ladder |  Systems Thinking Systems Mapping |  Facilitation Responsibility Poker |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 20-45 min | 1-3 h | 45-90 min | 2-4 h |
Participantsdifferent | 1-8 | 3-12 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | System Map, Dependencies, Leverage Points | Responsibility Map, Role Agreements, Open Questions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingMappingBoundariesChange | RolesResponsibilityTeamFacilitation | Theory of ConstraintsSystems thinkingChange |