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| Criterion |  Facilitation Alignment Mapping |  Operations 8D Problem Solving |  Operations Root Cause Tree Analysis |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-2 h | 1-6 Wochen | 1-3 h | 60–90 min |
Participantsdifferent | 4-12 | 4-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Cause Tree, Evidence Notes, Countermeasures | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | QualityProblem solvingRoot cause | Root causeTreeIncidentQuality | StakeholdersAlignmentFacilitationChange |