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| Criterion |  Operations Fishbone Diagram |  Operations Fault Tree Analysis |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-60 min | 2-6 h | 1-2 h | 60–90 min |
Participantsdifferent | 2-8 | 3-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Fishbone Diagram, Cause Categories, Investigation Backlog | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Root causeQualityOperations | RiskRoot causeSafety | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |