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| Criterion |  Operations 5 Whys |  Facilitation Stakeholder Mapping |  Operations 8D 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. | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 | Low | High | Medium |
Timedifferent | 15-30 min | 60–90 min | 1-6 Wochen | 1-2 h |
Participantsdifferent | 2-6 | 2-8 | 4-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Stakeholder Map, Engagement Plan, Risk Notes | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Root causeIncidentLeanProblem solving | StakeholdersAlignmentFacilitationChange | QualityProblem solvingRoot cause | AlignmentStakeholdersStrategyFacilitation |