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| Criterion |  Facilitation Alignment Mapping |  Operations Causal Factor Analysis |  Facilitation Power Interest Grid |  Operations 5 Whys |
|---|---|---|---|---|
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 event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-2 h | 2-6 h | 30-60 min | 15-30 min |
Participantsdifferent | 4-12 | 3-10 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Power Interest Grid, Strategy per Stakeholder | Root cause notes, Countermeasures |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | CausalityIncidentRoot causeTimeline | StakeholdersFacilitationAlignmentPlanning | Root causeIncidentLeanProblem solving |