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| Criterion |  Systems Thinking Soft Systems Methodology |  Operations Accountability Ladder |  Decision Making Red Teaming |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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 | High | Low | High | Medium |
Timedifferent | 0.5-3 Tage | 20-45 min | 1-4 h | 90-180 min |
Participantsdifferent | 5-15 | 1-8 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Ownership Reflection, Action Commitment, Coaching Notes | Challenge Findings, Risk Register, Mitigation Plan | Decision Rights Matrix, Agreement |
Tagsno overlap | Soft systemsComplexitySensemakingSystems thinking | ResponsibilityLeadershipTeam | RiskDecisionSensemaking | DecisionGovernanceAlignmentResponsibility |