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| Criterion |  Facilitation Responsibility Poker |  Systems Thinking Stock and Flow Diagram |  Systems Thinking Causal Loop Diagram |  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. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 45-90 min | 2-6 h | 1-3 h | 20-45 min |
Participantsdifferent | 3-10 | 1-6 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Causal Loop Diagram, Feedback Notes, Leverage Points | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | RolesResponsibilityTeamFacilitation | DynamicsSimulationFeedbackSystems thinking | FeedbackSystems thinkingCausalityDynamics | ResponsibilityLeadershipTeam |