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| Criterion |  Operations 5 Whys |  Business Strategy McKinsey 7S |  Operations A3 Problem Solving |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 15-30 min | 2-4 h | 45-90 min | 1-2 h |
Participantsdifferent | 2-6 | 3-12 | 2-5 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Root cause notes, Countermeasures | 7S Assessment, Alignment Gaps, Change Actions | A3 Report, Action Plan, Root Cause Analysis | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Root causeIncidentLeanProblem solving | OrganizationStrategyAlignmentChange | LeanProblem solvingCoachingOperations | AlignmentStakeholdersStrategyFacilitation |