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| Criterion |  Systems Thinking Soft Systems Methodology |  Facilitation Team Charter |  Decision Making Decision Rights Mapping |  Operations Accountability Ladder |
|---|---|---|---|---|
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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | 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 | High | Medium | Medium | Low |
Timedifferent | 0.5-3 Tage | 2-4 h | 90-180 min | 20-45 min |
Participantsdifferent | 5-15 | 3-12 | 4-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Team Charter, Working Norms, Role Notes | Decision Rights Matrix, Agreement | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | Soft systemsComplexitySensemakingSystems thinking | TeamAlignmentCollaboration | DecisionGovernanceAlignmentResponsibility | ResponsibilityLeadershipTeam |