View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Root Cause Tree Analysis |  Business Strategy McKinsey 7S |  Operations 8D Problem Solving |  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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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 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 | Medium | High | Medium |
Timedifferent | 1-3 h | 2-4 h | 1-6 Wochen | 1-2 h |
Participantsdifferent | 2-8 | 3-12 | 4-10 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | 7S Assessment, Alignment Gaps, Change Actions | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Root causeTreeIncidentQuality | OrganizationStrategyAlignmentChange | QualityProblem solvingRoot cause | AlignmentStakeholdersStrategyFacilitation |