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| Criterion |  Operations Accountability Ladder |  Agile Three Amigos |  Agile Example Mapping |  Facilitation Team Charter |
|---|---|---|---|---|
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 story, test, and implementation could drift apart, it brings business perspective, engineering, and quality together early. It prevents a story from being read differently only late in the process. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20-45 min | 15-30 min | 30-60 min | 2-4 h |
Participantsdifferent | 1-8 | 3 | 3-7 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Clarified Story, Test Examples, Open Questions | Example Map, Acceptance Criteria, Open Questions | Team Charter, Working Norms, Role Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | CollaborationBehavior-Driven DevelopmentQualityRefinement | Behavior-Driven DevelopmentRequirementsExamplesRefinement | TeamAlignmentCollaboration |