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| Criterion |  Facilitation Six Thinking Hats |  Operations Accountability Ladder |  Facilitation Consensus Workshop |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 20-45 min | 1-3 h | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 5-30 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Ownership Reflection, Action Commitment, Coaching Notes | Consensus Clusters, Theme Titles, Priority Areas | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | FacilitationOptionsDecision | ResponsibilityLeadershipTeam | FacilitationConsensusWorkshopAlignment | RolesResponsibilityTeamFacilitation |