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| Criterion |  Operations Change Analysis |  Operations 5 Whys |  Facilitation Stakeholder Mapping |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-120 min | 15-30 min | 60–90 min | 1-4 h |
Participantsdifferent | 2-6 | 2-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Root cause notes, Countermeasures | Stakeholder Map, Engagement Plan, Risk Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Root causeIncidentLeanProblem solving | StakeholdersAlignmentFacilitationChange | Root causeProblem solvingQualityIncident |