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| Criterion |  Operations Bottleneck Analysis |  Operations Accountability Ladder |  Decision Making Constraint Analysis |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 20-45 min | 30-90 min | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Ownership Reflection, Action Commitment, Coaching Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | FlowMeasurementConstraints | ResponsibilityLeadershipTeam | ConstraintsDecisionPlanningOptions | RolesResponsibilityTeamFacilitation |