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| Criterion |  Facilitation Responsibility Poker |  Systems Thinking Iceberg Model |  Operations Root Cause Tree Analysis |  Operations Root Cause Analysis |
|---|---|---|---|---|
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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 30-60 min | 1-3 h | 1-4 h |
Participantsdifferent | 3-10 | 2-10 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Cause Tree, Evidence Notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | RolesResponsibilityTeamFacilitation | Systems thinkingRoot causePatterns | Root causeTreeIncidentQuality | Root causeProblem solvingQualityIncident |