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| Criterion |  Decision Making Argument Mapping |  Operations Fault Tree Analysis |  Decision Making Red Teaming |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests 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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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 | Medium | High | High | Medium |
Timedifferent | 1-3 h | 2-6 h | 1-4 h | 2-4 h |
Participantsdifferent | 1-8 | 3-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Challenge Findings, Risk Register, Mitigation Plan | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | SensemakingDecisionRationale | RiskRoot causeSafety | RiskDecisionSensemaking | Root causeSafetyIncident |