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| Criterion |  Facilitation Expectation Mapping |  Operations 5 Whys |  Operations Kepner-Tregoe |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | 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. | 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 | Low | Low | High | Medium |
Timedifferent | 45-90 min | 15-30 min | 2-8 h | 1-2 h |
Participantsdifferent | 3-12 | 2-6 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | AlignmentStakeholdersTeam | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations | AlignmentStakeholdersStrategyFacilitation |