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| Criterion |  Facilitation Responsibility Poker |  Facilitation Expectation Mapping |  Operations Accountability Ladder |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 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. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 20-45 min | 60–90 min |
Participantsdifferent | 3-10 | 3-12 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Expectation Map, Alignment Notes, Agreements | Ownership Reflection, Action Commitment, Coaching Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | RolesResponsibilityTeamFacilitation | AlignmentStakeholdersTeam | ResponsibilityLeadershipTeam | StakeholdersAlignmentFacilitationChange |