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| Criterion |  Facilitation Expectation Mapping |  Facilitation Power Interest Grid |  Operations 8D Problem Solving |  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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 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 | High | Medium |
Timedifferent | 45-90 min | 30-60 min | 1-6 Wochen | 1-4 h |
Participantsdifferent | 3-12 | 2-8 | 4-10 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning | QualityProblem solvingRoot cause | Root causeProblem solvingQualityIncident |