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| Criterion |  Decision Making Constraint Analysis |  Decision Making Decision Rights Mapping |  Facilitation Expectation Mapping |  Operations Accountability Ladder |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-90 min | 90-180 min | 45-90 min | 20-45 min |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Rights Matrix, Agreement | Expectation Map, Alignment Notes, Agreements | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersTeam | ResponsibilityLeadershipTeam |