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| Criterion |  Facilitation Responsibility Poker |  Operations 8D Problem Solving |  Operations Accountability Ladder |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 45-90 min | 1-6 Wochen | 20-45 min | 15-30 min |
Participantsdifferent | 3-10 | 4-10 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Ownership Reflection, Action Commitment, Coaching Notes | Root cause notes, Countermeasures |
Tagsno overlap | RolesResponsibilityTeamFacilitation | QualityProblem solvingRoot cause | ResponsibilityLeadershipTeam | Root causeIncidentLeanProblem solving |