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| Criterion |  Facilitation Responsibility Poker |  Systems Thinking Leverage Points |  Team Design Team Topologies Interaction Modes |  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. | 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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 45-90 min | Half day | Half day | 60–90 min |
Participantsdifferent | 3-10 | 3-12 | Team-Leads plus Architecture | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Leverage Map, Action Strategy | Interaction Heat Map, Agreements per Pair | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | RolesResponsibilityTeamFacilitation | Systems thinkingChangeStrategy | TeamAlignmentCollaborationOrganization | StakeholdersAlignmentFacilitationChange |