View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Facilitation Responsibility Poker |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | High | High | Low |
Timedifferent | 45-90 min | 2-4 h | Half day | 20-45 min |
Participantsdifferent | 3-10 | 3-8 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | RolesResponsibilityTeamFacilitation | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | ResponsibilityLeadershipTeam |