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| Criterion |  Operations Accountability Ladder |  Operations Fault Tree Analysis |  Facilitation Responsibility Poker |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20-45 min | 2-6 h | 45-90 min | 2-4 h |
Participantsdifferent | 1-8 | 3-8 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Responsibility Map, Role Agreements, Open Questions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | ResponsibilityLeadershipTeam | RiskRoot causeSafety | RolesResponsibilityTeamFacilitation | Root causeSafetyIncident |