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| Criterion |  Facilitation Delegation Poker |  Operations Root Cause Tree Analysis |  Facilitation Responsibility Poker |  Operations Root Cause Analysis |
|---|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-3 h | 45-90 min | 1-4 h |
Participantsdifferent | 3-10 | 2-8 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Cause Tree, Evidence Notes, Countermeasures | Responsibility Map, Role Agreements, Open Questions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | AutonomyRolesTeam | Root causeTreeIncidentQuality | RolesResponsibilityTeamFacilitation | Root causeProblem solvingQualityIncident |