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| Criterion |  Operations Root Cause Analysis |  Operations Root Cause Tree Analysis |  Facilitation Stakeholder Mapping |
|---|---|---|---|
Purposedifferent | 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. | 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 | Medium | Medium | Low |
Timedifferent | 1-4 h | 1-3 h | 60–90 min |
Participantsdifferent | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Cause Tree, Evidence Notes, Countermeasures | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Root causeProblem solvingQualityIncident | Root causeTreeIncidentQuality | StakeholdersAlignmentFacilitationChange |
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