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| Criterion |  Facilitation Stakeholder Mapping |  Operations Failure Mode and Effects Analysis |  Operations 5 Whys |  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 process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 | Low | High | Low | Medium |
Timedifferent | 60–90 min | 2-6 h | 15-30 min | 1-2 h |
Participantsdifferent | 2-8 | 3-10 | 2-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving | AlignmentStakeholdersStrategyFacilitation |