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| Criterion |  Operations Bottleneck Analysis |  Operations Accountability Ladder |  Decision Making Pre-Mortem |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 20-45 min | 20–45 min | 90-180 min |
Participantsdifferent | 3-8 | 1-8 | Small cross-functional group | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Ownership Reflection, Action Commitment, Coaching Notes | Risk list, Mitigation plan, Assumption log | Decision Rights Matrix, Agreement |
Tagsno overlap | FlowMeasurementConstraints | ResponsibilityLeadershipTeam | RiskDecisionFailurePlanning | DecisionGovernanceAlignmentResponsibility |