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| Criterion |  Facilitation Delegation Poker |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 45-90 min | 45-90 min | Half day | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | AutonomyRolesTeam | ChangeDecisionStrategy | Systems thinkingChangeStrategy | DecisionRolesGovernanceAlignment |