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| Criterion |  Facilitation Responsibility Poker |  Facilitation Stakeholder Mapping |  Operations Accountability Ladder |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 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. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 60–90 min | 20-45 min | 30-60 min |
Participantsdifferent | 3-10 | 2-8 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Stakeholder Map, Engagement Plan, Risk Notes | Ownership Reflection, Action Commitment, Coaching Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RolesResponsibilityTeamFacilitation | StakeholdersAlignmentFacilitationChange | ResponsibilityLeadershipTeam | StakeholdersFacilitationAlignmentPlanning |