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| Criterion |  Decision Making Pareto Analysis |  Operations Failure Mode and Effects Analysis |  Facilitation Power Interest Grid |  Facilitation Alignment 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. | 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 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 | Low | High | Low | Medium |
Timedifferent | 30-60 min | 2-6 h | 30-60 min | 1-2 h |
Participantsdifferent | 1-6 | 3-10 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Pareto Chart, Top Causes, Focus List | FMEA Table, Risk Priority, Mitigation Actions | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | PrioritizationQualityFocusRoot cause | RiskQualityOperationsRoot cause | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |