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| Criterion |  Operations 5 Whys |  Operations Causal Factor Analysis |  Facilitation Stakeholder 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. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | High | Low | Medium |
Timedifferent | 15-30 min | 2-6 h | 60–90 min | 1-4 h |
Participantsdifferent | 2-6 | 3-10 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Stakeholder Map, Engagement Plan, Risk Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | CausalityIncidentRoot causeTimeline | StakeholdersAlignmentFacilitationChange | Root causeProblem solvingQualityIncident |