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| Criterion |  Facilitation Responsibility Poker |  Systems Thinking System Dynamics Simulation |  Systems Thinking Current Reality Tree |  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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | High | Low |
Timedifferent | 45-90 min | Mehrere Tage bis Wochen | 2-6 h | 20-45 min |
Participantsdifferent | 3-10 | 1-5 Modellierende, Stakeholder asynchron | 3-8 | 1-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Simulation Model, Scenario Reports | Current Reality Tree, Core Problems, Intervention Ideas | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | RolesResponsibilityTeamFacilitation | Systems thinkingDynamicsSimulationAnalysis | Systems thinkingRoot causeConstraintsCausality | ResponsibilityLeadershipTeam |