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