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| Criterion |  Facilitation Delegation Poker |  Operations Root Cause Tree Analysis |  Facilitation Responsibility Poker |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 45-90 min | 1-3 h | 45-90 min | 1-6 Wochen |
Participantsdifferent | 3-10 | 2-8 | 3-10 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Cause Tree, Evidence Notes, Countermeasures | Responsibility Map, Role Agreements, Open Questions | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | AutonomyRolesTeam | Root causeTreeIncidentQuality | RolesResponsibilityTeamFacilitation | QualityProblem solvingRoot cause |