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| Criterion |  Facilitation Lean Coffee |  Facilitation Delegation Poker |  Operations Root Cause Analysis |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
Purposedifferent | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-90 min | 45-90 min | 1-4 h | 1-3 h |
Participantsdifferent | 3-20 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | Delegation Board, Decision Boundaries, Role Agreements | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | FacilitationAutonomyDialogue | AutonomyRolesTeam | Root causeProblem solvingQualityIncident | Root causeTreeIncidentQuality |