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| Criterion |  Facilitation Stakeholder Mapping |  Decision Making Pareto Analysis |  Operations Root Cause Analysis |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 60–90 min | 30-60 min | 1-4 h | 1-6 Wochen |
Participantsdifferent | 2-8 | 1-6 | 3-8 | 4-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Pareto Chart, Top Causes, Focus List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | PrioritizationQualityFocusRoot cause | Root causeProblem solvingQualityIncident | QualityProblem solvingRoot cause |