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| Criterion |  Decision Making Pareto Analysis |  Facilitation Stakeholder Mapping |  Operations Root Cause Analysis |  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. | 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. | 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 | Low | Low | Medium | Medium |
Timedifferent | 30-60 min | 60–90 min | 1-4 h | 1-2 h |
Participantsdifferent | 1-6 | 2-8 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Pareto Chart, Top Causes, Focus List | Stakeholder Map, Engagement Plan, Risk Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | PrioritizationQualityFocusRoot cause | StakeholdersAlignmentFacilitationChange | Root causeProblem solvingQualityIncident | AlignmentStakeholdersStrategyFacilitation |