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| Criterion |  Operations 5 Whys |  Operations Causal Factor Analysis |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 15-30 min | 2-6 h | 30-60 min | 60-90 min |
Participantsdifferent | 2-6 | 3-10 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class |
Tagsno overlap | Root causeIncidentLeanProblem solving | CausalityIncidentRoot causeTimeline | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance |