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| Criterion |  Operations 5 Whys |  Facilitation Power Interest Grid |  Facilitation Consensus Workshop |  Facilitation Decision Jam |
|---|---|---|---|---|
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 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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 15-30 min | 30-60 min | 1-3 h | 60-90 min |
Participantsdifferent | 2-6 | 2-8 | 5-30 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Power Interest Grid, Strategy per Stakeholder | Consensus Clusters, Theme Titles, Priority Areas | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | Root causeIncidentLeanProblem solving | StakeholdersFacilitationAlignmentPlanning | FacilitationConsensusWorkshopAlignment | FacilitationDecisionProblem solvingWorkshop |