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| Criterion |  Business Strategy Strategy Execution Loop |  Operations Accountability Ladder |  Facilitation Barcamp |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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 can contribute knowledge and the flow should stay open, Barcamp provides a framework for self-organized sessions. The format channels energy without defining the content too narrowly in advance. | 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 | High | Low | Medium | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 20-45 min | Halber Tag bis 2 Tage | 45-90 min |
Participantsdifferent | 5-12 | 1-8 | 15-200 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Ownership Reflection, Action Commitment, Coaching Notes | Session Board, Session Notes, Community Learnings | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ExecutionCadenceLearningGovernance | ResponsibilityLeadershipTeam | FacilitationLarge groupLearning | RolesResponsibilityTeamFacilitation |