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Selected:Responsibility PokerTheory of Constraints Thinking ProcessDelegation PokerAccountability Ladder
| Criterion |  Facilitation Responsibility Poker |  Systems Thinking Theory of Constraints Thinking Process |  Facilitation Delegation Poker |  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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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 | Low | Low |
Timedifferent | 45-90 min | 0.5-3 Tage | 45-90 min | 20-45 min |
Participantsdifferent | 3-10 | 4-10 | 3-10 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles | Delegation Board, Decision Boundaries, Role Agreements | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | RolesResponsibilityTeamFacilitation | Theory of ConstraintsConstraintsSystems thinkingCausality | AutonomyRolesTeam | ResponsibilityLeadershipTeam |