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| Criterion |  Facilitation Responsibility Poker |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Medium | Low |
Timedifferent | 45-90 min | Half day | 15-60 min je Zyklus | 20-45 min |
Participantsdifferent | 3-10 | 3-12 | 1-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | RolesResponsibilityTeamFacilitation | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | ResponsibilityLeadershipTeam |