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| Criterion |  Systems Thinking Evaporating Cloud |  Facilitation Responsibility Poker |  Systems Thinking Future Reality Tree |  Operations Accountability Ladder |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 60-120 min | 45-90 min | 2-4 h | 20-45 min |
Participantsdifferent | 2-8 | 3-10 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Responsibility Map, Role Agreements, Open Questions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | RolesResponsibilityTeamFacilitation | Theory of ConstraintsSystems thinkingChange | ResponsibilityLeadershipTeam |