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| Criterion |  Operations Root Cause Analysis |  Facilitation Responsibility Poker |  Operations Root Cause Tree Analysis |  Operations Accountability Ladder |
|---|---|---|---|---|
Purposedifferent | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | Medium | Low | Medium | Low |
Timedifferent | 1-4 h | 45-90 min | 1-3 h | 20-45 min |
Participantsdifferent | 3-8 | 3-10 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Responsibility Map, Role Agreements, Open Questions | Cause Tree, Evidence Notes, Countermeasures | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | Root causeProblem solvingQualityIncident | RolesResponsibilityTeamFacilitation | Root causeTreeIncidentQuality | ResponsibilityLeadershipTeam |