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| Criterion |  Facilitation Team Charter |  Facilitation Expectation Mapping |  Operations 5 Whys |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 2-4 h | 45-90 min | 15-30 min | 1-4 h |
Participantsdifferent | 3-12 | 3-12 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | TeamAlignmentCollaboration | AlignmentStakeholdersTeam | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident |