View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations 5 Whys |  Facilitation Alignment Mapping |  Facilitation Expectation Mapping |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 15-30 min | 1-2 h | 45-90 min | 1-4 h |
Participantsdifferent | 2-6 | 4-12 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Alignment Map, Open Issues, Decision Questions | Expectation Map, Alignment Notes, Agreements | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | AlignmentStakeholdersStrategyFacilitation | AlignmentStakeholdersTeam | Root causeProblem solvingQualityIncident |