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| Criterion |  Decision Making Pre-Mortem |  Facilitation Responsibility Poker |  Operations Accountability Ladder |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | 45-90 min | 20-45 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 3-10 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Responsibility Map, Role Agreements, Open Questions | Ownership Reflection, Action Commitment, Coaching Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionFailurePlanning | RolesResponsibilityTeamFacilitation | ResponsibilityLeadershipTeam | AssumptionsRiskDecisionDiscovery |