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| Criterion |  Facilitation Responsibility Poker |  Facilitation Power Interest Grid |  Operations Accountability Ladder |  Facilitation Alignment 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45-90 min | 30-60 min | 20-45 min | 1-2 h |
Participantsdifferent | 3-10 | 2-8 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Power Interest Grid, Strategy per Stakeholder | Ownership Reflection, Action Commitment, Coaching Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RolesResponsibilityTeamFacilitation | StakeholdersFacilitationAlignmentPlanning | ResponsibilityLeadershipTeam | AlignmentStakeholdersStrategyFacilitation |