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| Criterion |  Facilitation Expectation Mapping |  Operations 5 Whys |  Facilitation Stakeholder Salience Model |  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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | Medium | Medium |
Timedifferent | 45-90 min | 15-30 min | 60-90 min | 1-4 h |
Participantsdifferent | 3-12 | 2-6 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Root cause notes, Countermeasures | Salience Diagram, Strategy per Class | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | AlignmentStakeholdersTeam | Root causeIncidentLeanProblem solving | StakeholdersFacilitationAlignmentGovernance | Root causeProblem solvingQualityIncident |