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| Criterion |  Facilitation Stakeholder Mapping |  Operations 5 Whys |  Operations A3 Problem Solving |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Low | Low | Medium | Medium |
Timedifferent | 60–90 min | 15-30 min | 45-90 min | 1-2 h |
Participantsdifferent | 2-8 | 2-6 | 2-5 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations | AlignmentStakeholdersStrategyFacilitation |