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Selected:Problem Framing WorkshopFailure Mode and Effects AnalysisAlignment MappingStakeholder Mapping
| Criterion |  Facilitation Problem Framing Workshop |  Operations Failure Mode and Effects Analysis |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. | 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 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. | 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 | High | Medium | Low |
Timedifferent | 60-120 min | 2-6 h | 1-2 h | 60–90 min |
Participantsdifferent | 4-10 | 3-10 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | FMEA Table, Risk Priority, Mitigation Actions | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FacilitationAlignmentDiscovery | RiskQualityOperationsRoot cause | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |