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| Criterion |  Operations Process Mapping |  Decision Making Decision Rights Mapping |  Operations Accountability Ladder |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 90-180 min | 20-45 min | 45-90 min |
Participantsdifferent | 3-10 | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Decision Rights Matrix, Agreement | Ownership Reflection, Action Commitment, Coaching Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ProcessOperationsImprovement | DecisionGovernanceAlignmentResponsibility | ResponsibilityLeadershipTeam | AlignmentStakeholdersTeam |