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 Intervention Mapping |  Operations Accountability Ladder |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | 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. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 45-90 min | 1-5 Tage | 20-45 min | Half day |
Participantsdifferent | 3-10 | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Ownership Reflection, Action Commitment, Coaching Notes | Leverage Map, Action Strategy |
Tagsno overlap | RolesResponsibilityTeamFacilitation | ChangeSystems thinkingCapability | ResponsibilityLeadershipTeam | Systems thinkingChangeStrategy |