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| Criterion |  Facilitation Storytelling |  Operations Accountability Ladder |  Delivery Communication Plan |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | When an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | 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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Low | Low |
Timedifferent | 45-120 min | 20-45 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-6 | 1-8 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Narrative Outline, Key Message, Story Arc | Ownership Reflection, Action Commitment, Coaching Notes | Communication Plan, Channel Matrix, Message Cadence | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | CommunicationNarrativeStakeholdersFacilitation | ResponsibilityLeadershipTeam | CommunicationStakeholdersDeliveryPlanning | RolesResponsibilityTeamFacilitation |