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| Criterion |  Operations Scatter Diagram |  Facilitation Alignment Mapping |  Operations Root Cause Tree Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | 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. | 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-2 h | 1-3 h | 60-90 min |
Participantsdifferent | 1-4 | 4-12 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Alignment Map, Open Issues, Decision Questions | Cause Tree, Evidence Notes, Countermeasures | Salience Diagram, Strategy per Class |
Tagsno overlap | Root causeQualityVisualization | AlignmentStakeholdersStrategyFacilitation | Root causeTreeIncidentQuality | StakeholdersFacilitationAlignmentGovernance |