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| Criterion |  Operations Accountability Ladder |  Team Design Team Cognitive Load Assessment |  Operations RACI Matrix |  Decision Making DACI |
|---|---|---|---|---|
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 team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 60-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Cognitive Load Profile, Action List | RACI Matrix, Responsibility Map, Decision Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ResponsibilityLeadershipTeam | TeamComplexityImprovementDiagnosis | RolesResponsibilityGovernanceOperations | DecisionRolesGovernanceAlignment |