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| Criterion |  Operations Root Cause Analysis |  Facilitation Stakeholder Mapping |  Operations 5 Whys |  Facilitation Alignment 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. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | Medium | Low | Low | Medium |
Timedifferent | 1-4 h | 60–90 min | 15-30 min | 1-2 h |
Participantsdifferent | 3-8 | 2-8 | 2-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Stakeholder Map, Engagement Plan, Risk Notes | Root cause notes, Countermeasures | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Root causeProblem solvingQualityIncident | StakeholdersAlignmentFacilitationChange | Root causeIncidentLeanProblem solving | AlignmentStakeholdersStrategyFacilitation |