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| Criterion |  Facilitation Responsibility Poker |  Operations Accountability Ladder |  Systems Thinking System Dynamics Simulation |  Facilitation Delegation Poker |
|---|---|---|---|---|
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. | 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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 45-90 min | 20-45 min | Mehrere Tage bis Wochen | 45-90 min |
Participantsdifferent | 3-10 | 1-8 | 1-5 Modellierende, Stakeholder asynchron | 3-10 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Ownership Reflection, Action Commitment, Coaching Notes | Simulation Model, Scenario Reports | Delegation Board, Decision Boundaries, Role Agreements |
Tagsno overlap | RolesResponsibilityTeamFacilitation | ResponsibilityLeadershipTeam | Systems thinkingDynamicsSimulationAnalysis | AutonomyRolesTeam |