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| Criterion |  Operations 5 Whys |  Facilitation Stakeholder Mapping |  Operations Kepner-Tregoe |
|---|---|---|---|
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 a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Low | High |
Timedifferent | 15-30 min | 60–90 min | 2-8 h |
Participantsdifferent | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Stakeholder Map, Engagement Plan, Risk Notes | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | StakeholdersAlignmentFacilitationChange | Problem solvingRoot causeDecisionOperations |
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