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| Criterion |  Operations Visual Management |  Facilitation Alignment Mapping |  Operations Fishbone Diagram |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 1-2 h | 30-60 min | 60–90 min |
Participantsdifferent | 1-20 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Alignment Map, Open Issues, Decision Questions | Fishbone Diagram, Cause Categories, Investigation Backlog | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | SignalsOperationsVisual management | AlignmentStakeholdersStrategyFacilitation | Root causeQualityOperations | StakeholdersAlignmentFacilitationChange |