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| Criterion |  Decision Making Pareto Analysis |  Facilitation Stakeholder Mapping |  Operations Failure Mode and Effects Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 30-60 min | 60–90 min | 2-6 h | 30-60 min |
Participantsdifferent | 1-6 | 2-8 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Pareto Chart, Top Causes, Focus List | Stakeholder Map, Engagement Plan, Risk Notes | FMEA Table, Risk Priority, Mitigation Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | PrioritizationQualityFocusRoot cause | StakeholdersAlignmentFacilitationChange | RiskQualityOperationsRoot cause | StakeholdersFacilitationAlignmentPlanning |