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| Criterion |  Systems Thinking Rich Picture |  Operations Accountability Ladder |  Facilitation Expectation Mapping |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-90 min | 20-45 min | 45-90 min | 90-180 min |
Participantsdifferent | 2-10 | 1-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Ownership Reflection, Action Commitment, Coaching Notes | Expectation Map, Alignment Notes, Agreements | Decision Rights Matrix, Agreement |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | ResponsibilityLeadershipTeam | AlignmentStakeholdersTeam | DecisionGovernanceAlignmentResponsibility |