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| Criterion |  Operations Change Analysis |  Facilitation Stakeholder Mapping |  Operations 8D Problem Solving |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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 | Medium | Low | High | Medium |
Timedifferent | 45-120 min | 60–90 min | 1-6 Wochen | 1-2 h |
Participantsdifferent | 2-6 | 2-8 | 4-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Stakeholder Map, Engagement Plan, Risk Notes | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StakeholdersAlignmentFacilitationChange | QualityProblem solvingRoot cause | AlignmentStakeholdersStrategyFacilitation |