View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Facilitation Responsibility Poker |  Facilitation Stakeholder Mapping |  Operations Accountability Ladder |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45-90 min | 60–90 min | 20-45 min | 60-90 min |
Participantsdifferent | 3-10 | 2-8 | 1-8 | 3-6 |
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 | Salience Diagram, Strategy per Class |
Tagsno overlap | RolesResponsibilityTeamFacilitation | StakeholdersAlignmentFacilitationChange | ResponsibilityLeadershipTeam | StakeholdersFacilitationAlignmentGovernance |