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| Criterion |  Facilitation Delegation Poker |  Knowledge Modeling IBIS |  Facilitation Responsibility Poker |  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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. | 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 | Medium | Low | Low |
Timedifferent | 45-90 min | 1-3 h | 45-90 min | 30-60 min |
Participantsdifferent | 3-10 | 2-8 | 3-10 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Issue Map, Positions, Argument Notes | Responsibility Map, Role Agreements, Open Questions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | AutonomyRolesTeam | RationaleKnowledgeDecision | RolesResponsibilityTeamFacilitation | DecisionRolesGovernanceAlignment |