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| Criterion |  Operations Failure Mode and Effects Analysis |  Facilitation Power Interest Grid |  Operations Root Cause Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-6 h | 30-60 min | 1-4 h | 1-2 h |
Participantsdifferent | 3-10 | 2-8 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | FMEA Table, Risk Priority, Mitigation Actions | Power Interest Grid, Strategy per Stakeholder | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RiskQualityOperationsRoot cause | StakeholdersFacilitationAlignmentPlanning | Root causeProblem solvingQualityIncident | AlignmentStakeholdersStrategyFacilitation |