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| Criterion |  Facilitation Problem Framing Workshop |  Operations Accountability Ladder |  Facilitation Consensus Workshop |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | When a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. | 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 group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 60-120 min | 20-45 min | 1-3 h | 45-90 min |
Participantsdifferent | 4-10 | 1-8 | 5-30 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | Ownership Reflection, Action Commitment, Coaching Notes | Consensus Clusters, Theme Titles, Priority Areas | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | FacilitationAlignmentDiscovery | ResponsibilityLeadershipTeam | FacilitationConsensusWorkshopAlignment | RolesResponsibilityTeamFacilitation |