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| Criterion |  Decision Making Decision Rights Mapping |  Operations Accountability Ladder |  Decision Making Assumption Surfacing |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 90-180 min | 20-45 min | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Ownership Reflection, Action Commitment, Coaching Notes | Assumption List, Critical Assumptions, Learning Plan | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ResponsibilityLeadershipTeam | AssumptionsRiskDecisionDiscovery | AlignmentStakeholdersTeam |