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| Criterion |  Operations Root Cause Tree Analysis |  Operations 8D Problem Solving |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 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 | High | Low | Medium |
Timedifferent | 1-3 h | 1-6 Wochen | 60–90 min | 1-2 h |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Root causeTreeIncidentQuality | QualityProblem solvingRoot cause | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation |