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| Criterion |  Facilitation Delegation Poker |  Systems Thinking Future Reality Tree |  Systems Thinking Systems Mapping |  Facilitation Responsibility Poker |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 45-90 min | 2-4 h | 1-3 h | 45-90 min |
Participantsdifferent | 3-10 | 3-8 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | System Map, Dependencies, Leverage Points | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | AutonomyRolesTeam | Theory of ConstraintsSystems thinkingChange | Systems thinkingMappingBoundariesChange | RolesResponsibilityTeamFacilitation |