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| Criterion |  Decision Making Pre-Mortem |  Facilitation Responsibility Poker |  Operations Accountability Ladder |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | 45-90 min | 20-45 min | 60-90 min |
Participantsdifferent | Small cross-functional group | 3-10 | 1-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Responsibility Map, Role Agreements, Open Questions | Ownership Reflection, Action Commitment, Coaching Notes | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | RiskDecisionFailurePlanning | RolesResponsibilityTeamFacilitation | ResponsibilityLeadershipTeam | FacilitationDecisionProblem solvingWorkshop |