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| Criterion |  Operations Accountability Ladder |  Team Design Team API |  Decision Making RAPID |  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 expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Low | Medium | Low |
Timedifferent | 20-45 min | Half day initial, dann laufend | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | Ein Team plus Stakeholder | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Team API Document | RAPID Role Map, Recommendation, Decision Log | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | TeamAlignmentCommunicationService | DecisionRolesGovernance | RolesResponsibilityTeamFacilitation |