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| Criterion |  Facilitation Delegation Poker |  Systems Thinking Soft Systems Methodology |  Facilitation Alignment 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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | 0.5-3 Tage | 1-2 h | 45-90 min |
Participantsdifferent | 3-10 | 5-15 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Alignment Map, Open Issues, Decision Questions | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | AutonomyRolesTeam | Soft systemsComplexitySensemakingSystems thinking | AlignmentStakeholdersStrategyFacilitation | RolesResponsibilityTeamFacilitation |