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| Criterion |  Facilitation Stakeholder Mapping |  Operations Root Cause Analysis |  Business Strategy McKinsey 7S |  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. | 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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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 | Medium | Medium | High |
Timedifferent | 60–90 min | 1-4 h | 2-4 h | 1-6 Wochen |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | 7S Assessment, Alignment Gaps, Change Actions | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | Root causeProblem solvingQualityIncident | OrganizationStrategyAlignmentChange | QualityProblem solvingRoot cause |