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| Criterion |  Operations Process Mapping |  Operations RACI Matrix |  Operations Accountability Ladder |  Facilitation Responsibility Poker |
|---|---|---|---|---|
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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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 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 | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 20-45 min | 45-90 min |
Participantsdifferent | 3-10 | 2-8 | 1-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | RACI Matrix, Responsibility Map, Decision Notes | Ownership Reflection, Action Commitment, Coaching Notes | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ProcessOperationsImprovement | RolesResponsibilityGovernanceOperations | ResponsibilityLeadershipTeam | RolesResponsibilityTeamFacilitation |