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| Criterion |  Innovation How Might We |  Operations Accountability Ladder |  Facilitation Delegation Poker |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | 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. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30–45 min | 20-45 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-10 | 1-8 | 3-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Ownership Reflection, Action Commitment, Coaching Notes | Delegation Board, Decision Boundaries, Role Agreements | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | FramingOpportunityIdeationQuestions | ResponsibilityLeadershipTeam | AutonomyRolesTeam | RolesResponsibilityTeamFacilitation |