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| Criterion |  Facilitation Expectation Mapping |  Operations Accountability Ladder |  Decision Making Trade-off Analysis |  Decision Making Decision Matrix |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 20-45 min | 45-120 min | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Ownership Reflection, Action Commitment, Coaching Notes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | AlignmentStakeholdersTeam | ResponsibilityLeadershipTeam | TradeoffsDecisionCriteriaOptions | DecisionCriteriaScoringTradeoffs |