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| Criterion |  Facilitation Expectation Mapping |  Operations 5 Whys |  Facilitation Stakeholder Mapping |  Operations Root Cause Analysis |
|---|---|---|---|---|
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. | 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 | Low | Low | Low | Medium |
Timedifferent | 45-90 min | 15-30 min | 60–90 min | 1-4 h |
Participantsdifferent | 3-12 | 2-6 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Root cause notes, Countermeasures | Stakeholder Map, Engagement Plan, Risk Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | AlignmentStakeholdersTeam | Root causeIncidentLeanProblem solving | StakeholdersAlignmentFacilitationChange | Root causeProblem solvingQualityIncident |