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| Criterion |  Decision Making Decision Rights Mapping |  Operations RACI Matrix |  Facilitation Delegation Poker |  Operations Accountability Ladder |
|---|---|---|---|---|
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 unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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 | Medium | Low | Low | Low |
Timedifferent | 90-180 min | 45-90 min | 45-90 min | 20-45 min |
Participantsdifferent | 4-12 | 2-8 | 3-10 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | RACI Matrix, Responsibility Map, Decision Notes | Delegation Board, Decision Boundaries, Role Agreements | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | RolesResponsibilityGovernanceOperations | AutonomyRolesTeam | ResponsibilityLeadershipTeam |