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| Criterion |  Facilitation Storytelling |  Operations Accountability Ladder |  Facilitation Delegation Poker |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-120 min | 20-45 min | 45-90 min | 1-2 h |
Participantsdifferent | 1-6 | 1-8 | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Narrative Outline, Key Message, Story Arc | Ownership Reflection, Action Commitment, Coaching Notes | Delegation Board, Decision Boundaries, Role Agreements | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | CommunicationNarrativeStakeholdersFacilitation | ResponsibilityLeadershipTeam | AutonomyRolesTeam | AlignmentStakeholdersStrategyFacilitation |