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| Criterion |  Operations Change Analysis |  Operations Fault Tree Analysis |  Decision Making Cynefin Workshop |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 45-120 min | 2-6 h | 60-180 min | 1-4 h |
Participantsdifferent | 2-6 | 3-8 | 4-20 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskRoot causeSafety | ComplexitySensemakingDecision | RiskDecisionSensemaking |