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| Criterion |  Decision Making Pareto Analysis |  Facilitation Alignment Mapping |  Operations Root Cause Tree Analysis |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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. | 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. | 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 | Medium | Medium | Low |
Timedifferent | 30-60 min | 1-2 h | 1-3 h | 60–90 min |
Participantsdifferent | 1-6 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Pareto Chart, Top Causes, Focus List | Alignment Map, Open Issues, Decision Questions | Cause Tree, Evidence Notes, Countermeasures | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | PrioritizationQualityFocusRoot cause | AlignmentStakeholdersStrategyFacilitation | Root causeTreeIncidentQuality | StakeholdersAlignmentFacilitationChange |