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| Criterion |  Facilitation Stakeholder Mapping |  Operations Kaizen Event |  Operations A3 Problem Solving |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 60–90 min | 0.5-5 Tage | 45-90 min | 30-60 min |
Participantsdifferent | 2-8 | 4-10 | 2-5 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | StakeholdersFacilitationAlignmentPlanning |