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| Criterion |  Facilitation Responsibility Poker |  Product Discovery Assumption Mapping |  Decision Making Red Teaming |  Operations Accountability Ladder |
|---|---|---|---|---|
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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 45-90 min | 45-60 min | 1-4 h | 20-45 min |
Participantsdifferent | 3-10 | 2-8 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Assumption map, Test backlog, Risk ranking | Challenge Findings, Risk Register, Mitigation Plan | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | RolesResponsibilityTeamFacilitation | AssumptionsRiskExperimentsValidation | RiskDecisionSensemaking | ResponsibilityLeadershipTeam |