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| Criterion |  Facilitation Responsibility Poker |  Operations RACI Matrix |  Operations ALPEN Method |  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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 10-20 min daily | 20-45 min |
Participantsdifferent | 3-10 | 2-8 | 1 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | RACI Matrix, Responsibility Map, Decision Notes | Daily Plan, Time Estimates, Review Notes | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | RolesResponsibilityTeamFacilitation | RolesResponsibilityGovernanceOperations | PlanningTime managementProductivityOperations | ResponsibilityLeadershipTeam |