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| Criterion |  Operations Fishbone Diagram |  Operations Change Analysis |  Facilitation Stakeholder Mapping |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-60 min | 45-120 min | 60–90 min | 2-6 h |
Participantsdifferent | 2-8 | 2-6 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Fishbone Diagram, Cause Categories, Investigation Backlog | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Stakeholder Map, Engagement Plan, Risk Notes | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeQualityOperations | ChangeRoot causeTroubleshootingComparison | StakeholdersAlignmentFacilitationChange | RiskQualityOperationsRoot cause |